Disaster collaboration in tourism: Motives, impediments and success factors

Tourism resilience in the context of integrated destination and disaster management (DM2)

“…From the DM 2 perspective, stakeholders include individuals or groups who perceive themselves as affected by disasters or involved in the process of managing disasters (Mojtahedi & Oo, ), connected to tourism development initiatives before, during, and after disasters (Waligo, Clarke, & Hawkins, ), and those with the intent and ability to be involved in tourism disaster planning (Hystad & Keller, ). Stakeholder collaboration in DM 2 is important as it can aid in mitigating, planning, recovering (Jiang & Ritchie, ; Oloruntoba et al, ), and even coping (Gray & Wood, ) with the disaster effects through comanagement (Waugh & Streib, ) and wider engagement on actions (Granville et al, ). It can induce secondary partnership (Innes & Booher, ) and coopetition (Jiang & Ritchie, ) with subgroups of stakeholders for more effective DM 2 .…”

Building tourism organizational resilience to crises and disasters: A dynamic capabilities view

“…How tourism organizations recover from a crisis/disaster may differ on a case‐by‐case basis (Jiang & Ritchie, ). This points to the importance to examine the management capabilities required to achieve resilience at an organizational level, in addition to the theoretical lenses identified above.…”

“…On one hand, DCs can enhance organizations' performance in turbulent environments through organizational changes and innovation outputs, such as resource reconfiguration and routines transformation (Ambrosini et al, ; Makkonen, Pohjola, Olkkonen, & Koponen, ; Teece, ). For small and medium tourism organizations with limited resources and knowledge, the capability to integrate resources from external sources is essential for faster recovery, such as external use of industrial networks, gaining financial support from governments, information sharing, and industry planning (Battisti & Deakins, ; Jiang & Ritchie, ; Verreynne et al, ). Strong DCs help enable an organization to profitably build and renew resources, reconfiguring them as needed to respond to changes in the business environment (Pisano & Teece, ; Teece, ).…”

“…A sustained system needs to learn from past experience and have the capability to store its social memory to prepare itself for future events. This capability is connected to organizations' learning capacity, which can be obtained through knowledge and information sharing (Berkes, ; Jiang & Ritchie, ). However, a key obstacle for resilience building is the creation of organizational processes that enable organizations to learn from the past event experience in an iterative way (Berkes, ).…”

“…A dynamic capability portfolio is important to enact organizational routines and heuristic‐based responses for tourism organizations to address environmental uncertainties (Manfield & Newey, ). Future research can examine proactive learning capabilities (Blackman & Ritchie, ; Zollo & Winter, ), organizational leadership styles (Paraskevas et al, ), and networking and collaboration (Denicolai, Cioccarelli, & Zucchella, ; Jiang & Ritchie, ), which may be required in constructing second‐order or first‐order DCs in different levels of environmental turbulence (Hine et al, ). A longitudinal study of tourism organizations can be useful in exploring the requirement and utilization of different types of DCs in multiple management stages, such as prevention, planning, response, and recovery.…”