Psychological resilience, organizational resilience and life satisfaction in tourism firms: insights from the Canterbury earthquakes

Prayag, Girish; Spector, Sam; Orchiston, Caroline; Chowdhury, Md. Iqbal Bahar

doi:10.1080/13683500.2019.1607832

Cited by 183 publications

(190 citation statements)

References 95 publications

Supporting

Mentioning

142

Contrasting

Order By: Relevance

“…With matching the tone [118] guest satisfaction has an effect on the development of the tourism industry. Guest (tourist) satisfaction is essential for the success of tourism firms [119]. Thus, tourists can play an active participating role in the value co-creation process [120] and interact with the firms in order to attain higher satisfaction [116].…”

Section: Discussionmentioning

confidence: 99%

The Roles of The Physical Environment, Social Servicescape, Co-Created Value, and Customer Satisfaction in Determining Tourists’ Citizenship Behavior: Malaysian Cultural and Creative Industries

et al. 2020

View full text Add to dashboard Cite

Organizational citizenship behavior (OCB) research has been extended in the literature to the customer domain by examining the role of customer behavior in the service sectors. Therefore, this study aimed to examine the effect of the physical environment and social servicescape on the co-creation value, and the impact of the co-creation value on customer satisfaction, which, in turn, influences the customer's citizenship behavior. A field study was conducted in Malaysian cultural and creative industries settings and a total of 254 participants were approached. Structural equation modeling (SEM) technique was used to test the hypothesized relationships among variables. The proposed research model was largely focused on the four perceived values (i.e., physical servicescape, social servicescape, co-creation value, and customer satisfaction) that significantly influence tourists' citizenship behavior. This study sheds new light on the notable roles of physical servicescape, social servicescape, co-creation value, and customer satisfaction on enhancing tourists' citizenship behavior. The theoretical implications and practical implications are discussed.

show abstract

Section: Discussionmentioning

confidence: 99%

The Roles of The Physical Environment, Social Servicescape, Co-Created Value, and Customer Satisfaction in Determining Tourists’ Citizenship Behavior: Malaysian Cultural and Creative Industries

et al. 2020

View full text Add to dashboard Cite

show abstract

“…The vulnerability of the tourism sector justifies the growing interest in the literature on the topic of resilience (e.g., Chowdhury, Prayag, Orchiston, & Spector, 2019 ; Jones & Comfort, 2019 ; Prayag et al, 2019 ; Ritchie & Jiang, 2019 ; Tibay et al, 2018 ). In this regard, the tourism industry fits into the socio-ecological systems, considered as a reference for resilience studies.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…Therefore, hotels can develop a competitive advantage by being agile and adaptive to change. However, although organisational resilience contributes to community resilience, there is an important gap in the tourism literature on organisational resilience, such as hotel resilience (e.g., Prayag, 2018 ; Prayag, Spector, Orchiston, & Chowdhury, 2019 ). Regarding the importance of the study of hotel resilience, as Jiang and Wen (2020) state, the COVID-19 crisis is generating unprecedented effects on hotels worldwide and researchers should analyse how hotels can be more resilient.…”

Section: Introductionmentioning

confidence: 99%

Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

108

View full text Add to dashboard Cite

The tourism industry faces multiple changes (economic crises, climate change, technology innovation…). Because of this vulnerability, as evidenced by the COVID-19 pandemic, the study of hotel resilience is a key issue for the survival and competitiveness of organisations and destinations. Therefore, this paper proposes a holistic model to measure organisational resilience. To that end, it aims to analyse the determinants of organisational resilience, i.e. predictors of resilience (strategy and change), and to assess how they contribute to hotel resilience and performance. Firstly, the hotel context in the Canary Islands is examined to identify the level of impact, frequency and predictability of each type of change. Secondly, scales development and validation were conducted. Finally, the proposed model is validated. Findings confirm that the strategy and change dimensions have a considerable effect on hotel resilience, which positively influences hotel performance. Discussion provides hotel managers with guidelines to improve organisational resilience and performance.

show abstract

“…As noted by Prayag, Spector, Orchiston, and Chowdhury (, p. 3), “existing resilience studies on tourism organizations do not provide empirical evidence of the relationships between different types of resilience.” Key dimensions to achieve tourism resilience tend to focus on the organizational and individual level. For example, human capital (employees' adaptive capacity and individual resilience) and lifestyle identify (owners and mangers' lifestyle choice and satisfaction) are seen as important in achieving resilience in tourism organizations (Biggs, ; Prayag et al, ). The strength of business ties in relation to other stakeholders (e.g., trust, commitment, and friendship) has a strong influence on adaptive resilience (Chowdhury, Prayag, Orchiston, & Spector, ).…”

Section: Environmental Uncertainty Tourism Organizational Resiliencementioning

confidence: 99%

“…Key dimensions to achieve tourism resilience tend to focus on the organizational and individual level. For example, human capital (employees' adaptive capacity and individual resilience) and lifestyle identify (owners and mangers' lifestyle choice and satisfaction) are seen as important in achieving resilience in tourism organizations (Biggs, 2011;Prayag et al, 2019). The strength of business ties in relation to other stakeholders (e.g., trust, commitment, and friendship) has a strong influence on adaptive resilience .…”

Section: Environmental Uncertainty Tourism Organizational Resilienmentioning

confidence: 99%

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

Jiang

Ritchie

Verreynne

2019

Journal of Tourism Research

218

106

View full text Add to dashboard Cite

The importance of resilience for tourism organizations facing crises and disasters is indisputable. Yet little is known about how these organizations become resilient. This paper proposes that dynamic capabilities provide a mechanism that enables tourism organizations to respond to disruptive environmental changes through a process of routine transformation, resource allocation, and utilization. The resulting theoretical framework takes a processual view to show how an organization's existing operational routines transform into new ones that are resilient to disruptive events, enabled by dynamic capabilities and slack resources. The paper outlines six research propositions and suggests methods for future empirical research.

show abstract

Psychological resilience, organizational resilience and life satisfaction in tourism firms: insights from the Canterbury earthquakes

Cited by 183 publications

References 95 publications

The Roles of The Physical Environment, Social Servicescape, Co-Created Value, and Customer Satisfaction in Determining Tourists’ Citizenship Behavior: Malaysian Cultural and Creative Industries

The Roles of The Physical Environment, Social Servicescape, Co-Created Value, and Customer Satisfaction in Determining Tourists’ Citizenship Behavior: Malaysian Cultural and Creative Industries

Hotels in contexts of uncertainty: Measuring organisational resilience

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

Contact Info

Product

Resources

About