Operational crisis management techniques in the catering industry in times of recession: The case of the Municipality of Piran

Kukanja, Marko; Planinc, Tanja

doi:10.7549/ourecon.2013.1-2.08

Cited by 2 publications

(5 citation statements)

References 23 publications

(31 reference statements)

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“…Therefore, we might assume that CMPs were mostly used reactively, as a direct response to the crisis (the dimensions of Workforce and Cost control prevailed). This finding is consistent with previous studies (Kukanja & Planinc, 2013), which have also shown that tourism SMEs responded reactively to the external crisis, primarily by implementing CMPs related to labour and cost reductions. Although cost optimization is an important crisis management activity, CMPs which directly affect the workforce must be implemented with extreme caution.…”

Section: Resultssupporting

confidence: 93%

“…The first RQ in this study sought to determine how tourism SMEs are coping with the crisis. The results of this study show that managers use the majority of operational CMPs identified in previous research (Alonso-Almeida & Bremser, 2013; Kukanja & Planinc, 2013;Radwan, 2017).…”

Section: Discussionsupporting

confidence: 58%

“…Cutbacks in the labour force and enhanced cost control are common reactive crisis management practices. These practices also prevailed in previous research (Alonso-Almeida & Bremser, 2013;Kukanja & Planinc, 2013). Tourism is a labour-intensive economic sector.…”

Section: Discussionmentioning

confidence: 63%

“…In terms of marketing-related CMPs, Kukanja and Planinc (2013) analysed the response of the restaurant industry in Slovenia to the GFC. The authors found the restaurant managers increased the number of marketing actions, reduced the number of permanent employees, lowered personal income, and increased the number of fixed-price menus in order to alleviate the influence of the GFC.…”

Section: Operational Cmpsmentioning

confidence: 99%

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Crisis Management Practices in Tourism SMEs During the Covid-19 Pandemic

2020

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Background and purpose: This study examines crisis management practices (CMPs) for micro, small, and medium-sized enterprises (SMEs) in the field of tourism during the global coronavirus (COVID-19) pandemic. The purpose of this study is to analyse how tourism SMEs reacted to the crisis caused by the pandemic. The present research aims to determine which operational CMPs were deployed by tourism SMEs to minimize the impact of the crisis.Design/Methodology/Approach: This study focuses on the following types of tourism SMEs – lodging facilities, food and beverage (F&B) facilities, and tourist agencies (TA). A total of 574 valid online questionnaires were obtained from SME managers. The structured questionnaire included 27 CMPs belonging to the four dimensions of crisis management – workforce, cost control, organizational support and marketing CMPs. Exploratory factor analysis and the non-parametric Kruskal Wallis H test and Mann-Whitney U test were used to investigate SMEs response to the crisis.Results: Results indicate that SMEs primarily focus on the following CMP dimensions (respectively): workforce, cost control, organizational support, and promotional and customer-related marketing practices. Results show that there are statistically significant differences in the usage of different CMPs among the different types of SMEs.Conclusion: The use of selected variables enables an internationally comparable benchmarking process and facilitates the improvement of tourism SMEs crisis management. The conclusion provides suggestions for future research and useful information for scholars, policy makers, and tourism managers.

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Section: Resultssupporting

confidence: 93%

Section: Discussionsupporting

confidence: 58%

Section: Discussionmentioning

confidence: 63%

Section: Operational Cmpsmentioning

confidence: 99%

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Crisis Management Practices in Tourism SMEs During the Covid-19 Pandemic

2020

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“…Focusing on the mid-crisis stage, previous studies have further identified various types of tourism firms' crisis management practices. These practices range from reactive to proactive strategies ( Alonso-Almeida et al, 2015 ), including cost control and product quality enhancement ( Alonso-Almeida & Bremser, 2013 ), marketing ( Campiranon & Scott, 2014 ), employee management ( Radwan, 2017 ), innovation ( Campo, Diaz, & Yagüe, 2014 ), competition ( Kossyva, Sarri, & Georgolpoulos, 2015 ), and protest against legislation in terms of tax and labour ( Kukanja & Planinc, 2013 ). In a study examining tourism small- and medium-sized enterprises' (SMEs') responses to COVID-19, Kukanja et al (2020) grouped those previously identified crisis management practices into four categories, namely marketing practices, workforce practices, cost control practices, and organisational support, and found that tourism SMEs coped with the COVID-19 pandemic primarily through workforce and cost control.…”

Section: Previous Literature: Review and Problemitizationmentioning

confidence: 99%