Hosting in turbulent times: Hoteliers’ perceptions and strategies to recover from the Covid-19 pandemic

Herédia-Colaço, Vera; Rodrigues, Helena

doi:10.1016/j.ijhm.2020.102835

Cited by 36 publications

(35 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Crisis management is prevalent in tourism and hospitality research (Lai and Wong, 2020), as it is an important determinant of firm sustainability (Her and Rodrigues, 2021). A hotel's response to a crisis could be directly associated with its image, survival and prosperity (Lai and Wong, 2020).…”

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

“…A hotel's response to a crisis could be directly associated with its image, survival and prosperity (Lai and Wong, 2020). Therefore, learning and managing crises and developing recovery strategies are necessary for hoteliers (Her and Rodrigues, 2021). The COVID-19 pandemic, which has devastated the hospitality industry (Baum et al, 2020;Hao et al, 2020;Zenker and Kock, 2020), is a good example of a crisis.…”

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

“…Giousmpasoglou et al (2021) examined the influences of COVID-19, corresponding crisis management and the role of luxury hospitality general managers based on online interviews. These prior studies on the crisis management strategies of hotels to the COVID-19 pandemic have either discussed the industry's responses in general (Hao et al, 2020;Her and Rodrigues, 2021;Knight et al, 2020;Lai and Wong, 2020;Le and Phi, 2021) or focused on specific response strategies such as revenue management (Denizci Guillet and Chu, 2021), technology implementation (Lau, 2020) and corporate social responsibility (Qiu et al, 2021).…”

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

“…A major challenge for managers in turbulent environments is to make rational decisions quickly (Pavlou and El Sawy, 2011). The ability to react and prepare does matter in terms of crisis management (Her and Rodrigues, 2021). Nonetheless, managers may be unaware of the existence of dynamic capabilities (Pavlou and El Sawy, 2011).…”

Section: Gain Competitive Productivitymentioning

confidence: 99%

See 3 more Smart Citations

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Liu

Yang

2021

IJCHM

View full text Add to dashboard Cite

Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

show abstract

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

Section: Literature Review 21 Hospitality Industry's Crisis Management Of Covid-19mentioning

confidence: 99%

Section: Gain Competitive Productivitymentioning

confidence: 99%

See 2 more Smart Citations

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Liu

Yang

2021

IJCHM

View full text Add to dashboard Cite

show abstract

“…Several articles are available which offer detailed insights and suggestions into crises in general, as well as COVID-19. However, there is a notable dearth in empirical studies which are needed to explore specific and applied strategies (Garrido-Moreno et al, 2021;Herédia-Colaço and Rodrigues, 2021;Lai and Wong, 2020) and prepare for the long-run consequences of such strategies.…”

Section: Introductionmentioning

confidence: 99%

The long-term impacts of hotel’s strategic responses to COVID-19: The case of Dubai

Kenny

Dutt

2021

Tourism and Hospitality Research

View full text Add to dashboard Cite

The COVID-19 pandemic caused significant business disruptions around the world, with travel and tourism being particularly impacted. In response, governments and businesses implemented drastic responses to reduce the impact of the virus and mitigate the corresponding loss in business. Through nine semi-structured interviews with senior hotel managers in Dubai, the pattern of response was understood, along with participants’ perceptions of the long-term consequences of such responses. Through a variety of responses to handle this specific crisis, general crisis management – to cope with low demand – and efforts to recover – attracting new customers – the nature of responses appear to match those of previous crises, with some variations. In terms of the long-term impacts of these responses, it was felt that numerous properties would permanently close, the nature of international hospitality would become more consolidated and there would be long-term changes in operations and efficiency improvements.

show abstract

Resilience and Recovery Strategies to Tackle COVID-19 Pandemic and alike Crisis: A Systematic Review and Critical Examination of the Tourism and Hospitality Industry

Sharma

Bhat

2023

COVID-19, Tourist Destinations and Prospects for Recovery

View full text Add to dashboard Cite

Hosting in turbulent times: Hoteliers’ perceptions and strategies to recover from the Covid-19 pandemic

Cited by 36 publications

References 26 publications

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

The long-term impacts of hotel’s strategic responses to COVID-19: The case of Dubai

Resilience and Recovery Strategies to Tackle COVID-19 Pandemic and alike Crisis: A Systematic Review and Critical Examination of the Tourism and Hospitality Industry

Contact Info

Product

Resources

About