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

Abstract

The disaster management principles should be integrated into the destination management plans to enhance resilience of tourist destinations to natural disasters. The success of such integration depends on the extent of tourism stakeholder collaboration, but this topic remains understudied, especially in the Caribbean. This paper evaluates tourism resilience in Grenada. It finds that local tourism stakeholders are well aware of the potential damage natural disasters can inflict on the destination but fail to develop effective measures to build destination‐wide and organizational resilience. The paper proposes an action framework to aid tourism stakeholders in Grenada to more effectively plan for disasters.

The COVID-19 pandemic and organisational commitment of senior hotel managers

“…Although older managers had lower perceptions regarding their job security in a post-pandemic world, they showcased high levels of organisational commitment. Given that older managers, throughout their professional careers, are likely to have gained extensive experience in crisis and disaster management ( Filimonau and De Coteau, 2020 ), they can enhance the (human) capital of hotels, thus making them more prepared for future shocks and disastrous events. It is, therefore, argued that such managers should be retained by Spanish hotels especially in the light of the probability of a second pandemic wave.…”

“…The (current and future) measures adopted by hotels against the pandemic may have been determined by the levels of their organisational resilience. In simple terms, organisational resilience explains business preparedness to crises and disasters which provides scope for adequate predictive and adaptive algorithms/mechanisms to be put in place for prompt recovery ( Filimonau and De Coteau, 2020 ; Lee et al, 2013 ; Nguyen et al, 2017 ). Although COVID-19 does not resemble any other past disaster or crisis, thus offering limited room for hotel managers to predict its impacts and design effective defensive frameworks ( Sigala, 2020 ), it is argued that past disasters should have at least taught hotel businesses about the need to stay alert and allocate resources for any future disruptions.…”

“… Brown et al (2019) distinguish between six types of organisational capital, namely economic, social, human, physical, natural and cultural. It is argued that some of these capital types overlap: for instance, cultural capital represents a logical product of social and human capital where the social networks created by an organisation and the skills of its employees offer adequate resources for disaster planning and management ( Filimonau and De Coteau, 2020 ). Likewise, natural capital, which is largely expressed in the (dis)benefits of an organisation’s location, resembles, in a number of aspects, physical capital, which is mostly understood as the (dis)benefits attributed to an organisation’s size, especially in the context of those businesses based in urbanised and easily accessible areas, such as hotels.…”

Exploring the Covid-19 Pandemic As a Catalyst for Stimulating Future Research Agendas for Managing Crises and Disasters at International Sport Events

“…There should be implicit features covered by conceptual works that focus on risk management frameworks (Evans & Elphick, 2005;Faulkner, 2001;Ritchie, 2004), disaster risk assessment modelings and forecasting for tourism (Tsai & Chen, 2011), and travel-related risks (Ritchie, Chien, & Sharifpour, 2017) to name just a few. There is also an ever-growing literature within tourism studies in relation to various forms of resilience (e.g., Filimonau & Coteau, 2020;Mair, Ritchie, & Walters, 2016), although it appears that so far there has been little consensus created around either unifying concepts within the tourism space (Aliperti et al, 2019), or any specific attempts to extend these to specifically ISEs. However, in most instances, and despite their size and visibility, ISEs remain a largely neglected aspect where the practicalities of integrating them into either sport or event management-related frameworks has not been fully recognized or fully linked to resilience (Shipway & Miles, 2020).…”

Differences between Women and Men in terms of Safety Measures to Prevent COVID-19 Pandemic in the Hotel Sector

“…In recent decades, other viral epidemics such as SARS (also known as SARS-CoV-1), MERS, swine flu, Ebola, Zika or yellow fever have also threatened public health around the world [4]. Unlike health problems such as the 2003 SARS outbreak or the Ebola crisis of natural disasters [5][6][7][8][9] or of social revolts such as the Arab Spring [10], the COVID-19 pandemic is a reality. However, according to Lori Pennington-Gray, director of the Tourism Crisis Management Initiative, it is the first time that a health crisis (or of any other type) has become a global crisis and is affecting all countries of the world and all facets of tourism activity [11].…”