Search results

To understand how to deal with high effect situations, like that associated with COVID-19, in the future, many economists, academics and business leaders are drawing parallels between the 2008 financial crisis and the current pandemic. This study aims to explore how crisis elements can be considered while strategizing for business research despite the minimal possibility of an emergency occurring. Also, research in crisis management is fragmented, resulting in isolated components guiding businesses through crises. This research emphasizes the relative scarcity of a comprehensive crisis management framework.

COVID-19 has been the biggest crisis the world has ever confronted, and businesses require an innovative strategy to address it. Towards keeping the data set involved in this study targeted and manageable, articles are selected from peer-reviewed journals based on a purposive sampling method. In addition, the research used reports from consulting firms and government and nongovernment organizations to understand current trends in business research.

The findings revealed that for a firm to survive a crisis, it must ensure its plans are aligned with the trends that would allow it to grow during the crisis. Rather than entirely changing the track, strategies should be guided by the company's existing resource availability and capabilities. The techniques used must ensure the company's profitability or limit losses, thus ensuring long-term viability. Real-life examples from the current pandemic have shown how firms who recognized crisis characteristics could survive the pandemic and profited multiple times.

It presents an integrated, sector-agnostic crisis management framework based on literature, business managers' insights and lessons from the current pandemic. Precrisis, crisis arrival, crisis management and crisis experience are the four phases of the framework. The study proposes future research directions to scholars in applying the framework and its enhancement concerning the upcoming crisis possibilities.

This paper aims to provide a primary contribution to the halal tourism industry by presenting a crisis and disaster management framework based on Islamic teachings.

To develop the framework, a systematic review was conducted using the grounded theory step as an analytical framework through tracing papers from 2000 to 2020. The first step was to carry out an open coding by collecting extracted concepts and categories. Furthermore, axial coding was carried out to connect among the categories. Selective coding was conducted to all identified categories, and they were then integrated to develop a framework. The results obtained are three selected coding, eight axial coding and 55 open coding.

The result indicates that Islam teaches much principles, behavioral responses and psychological responses to crises and disasters. However, it is not neatly arranged in a modern crisis and disaster management concept. In addition, the advantage for halal tourism is that Muslims make Islamic teachings the foundation of social and community resilience in the face of disasters.

The research findings also provide the knowledge to the tourism planners and academicians in overcoming the crises and disasters.

This paper provides a crisis and disaster management framework with additional decision-making concepts using a maqasid matrix.

清真旅游的危机和灾难管理：系统评价

本研究旨在通过提出基于伊斯兰教义的危机和灾难管理框架, 为清真旅游业做出主要贡献。

为开发该框架, 使用了扎根的理论步骤作为分析框架, 通过跟踪2000年至2020年的论文进行了系统的审查。第一步是通过收集提取的概念和类别进行公开编码。此外, 还进行了轴向编码以连接类别之间。对所有已识别的类别进行了选择性编码, 然后将它们集成以开发框架。获得的结果是3种选择的编码, 8种轴向编码和55种开放编码

结果表明, 伊斯兰教给危机和灾难带来了很多原理, 行为对策和心理对策。但是, 在现代危机和灾难管理概念中并没有整齐地安排它。此外, 清真旅游的优势在于, 穆斯林在面对灾难时使伊斯兰教义成为社会和社区复原力的基础。

本文提供了一个危机与灾难管理框架, 并使用了混乱矩阵来制定其他决策概念。

研究成果还为旅游业计划者和院士提供了克服危机和灾难的知识。

Gestión de crisis y desastres para el turismo hala: una revisión sistemática

esta investigación tuvo como objetivo proporcionar una contribución principal a la industria del turismo halal al presentar un marco de gestión de crisis y desastres basado en las enseñanzas islámicas.

para desarrollar el marco, se realizó una revisión sistemática utilizando el paso de la teoría fundamentada como marco analítico a través de artículos de seguimiento de 2000 a 2020. El primer paso fue realizar una codificación abierta mediante la recopilación de conceptos y categorías extraídos. Además, se llevó a cabo una codificación axial para conectar entre las categorías. Se realizó una codificación selectiva para todas las categorías identificadas y luego se integraron para desarrollar un marco. Los resultados obtenidos son 3 codificaciones seleccionadas, 8 codificaciones axiales y 55 codificaciones abiertas

el resultado indica que el Islam enseña muchos principios, respuestas de comportamiento y respuestas psicológicas a crisis y desastres. Sin embargo, no está ordenado en un concepto moderno de gestión de crisis y desastres. Además, la ventaja del turismo halal es que los musulmanes hacen de las enseñanzas islámicas la base de la resiliencia social y comunitaria frente a los desastres.

este documento proporciona un marco de gestión de crisis y desastres con conceptos adicionales para la toma de decisiones utilizando una matriz maqasid.

los resultados de la investigación también proporcionan el conocimiento a los planificadores turísticos y académicos para superar las crisis y los desastres.

Crisis management has developed as an established field of scholarly research in tourism over the last three decades. More recently, the concept of resilience has emerged within this body of literature as a longer-term planning process. However, important knowledge gaps remain, especially with regards to the strategic responses of small tourism businesses in destinations prone to repeated crises.

This chapter reviews the literature related to crisis management and resilience in tourism.

Key knowledge gaps are outlined and discussed in the context of tourism research related to crisis management and resilience, with a specific emphasis on research related to small tourism businesses.

Although crisis management and resilience are fields of research that continue to generate a considerable amount of scholarly enquiry in tourism, particularly with studies related to the impacts of terrorism on tourism destinations and, more recently, the short- and longer-term impacts of the COVID-19 pandemic on tourism, there is very little research related to the role of small tourism businesses in this context, in spite of their key role in the tourism system of destinations around the world.

Hospitality and tourism researchers are yet to provide evidence of actual crisis management amongst small and medium-sized enterprises (SMEs), especially from a resource-scarce destination perspective. By adapting a crisis management framework, the authors elected to fill this gap by exploring small and medium-sized hospitality and tourism operators' (SMHTOs) personal experiences of managing the coronavirus disease 2019 (COVID-19) in Ghana. The study uncovers their crisis-coping strategies as well as immediate- and long-term post-recovery strategies.

Using a qualitative lens, informed by phenomenology as well as theoretical saturation, data were collected from 20 owner-managers (OMs) and non-owner managers (NOMs) of accommodation, restaurants, travel and tour (T&T) agencies and souvenir shop operators via a combination of telephone and socially distanced face-to-face interviews as well as participant observation. Data were thematically analysed involving both deductive and inductive coding techniques. Data validity and reliability were confirmed using “member check” and inter-rater/coder reliability statistic in SPSS, respectively.

Impacts of the pandemic on businesses included shutdowns, booking cancellations, revenue drops, lay-offs and defaults in the payment of pension contributions and taxes. The pandemic greatly impacted the accommodation, T&T and souvenir shop operators compared to food and beverage (F&B) operators due to the temporary closure of Ghana's borders and major attractions. The study identified six phases in SMHTOs’ crisis management process: awareness, combating the spread of COVID-19, coping mechanisms, short-term/immediate and long-term recovery measures and lessons learned. Besides, state institutions and personal beliefs influenced the coping and recovery actions used by SMHTOs.

It is critical for governments and industry management institutions to consider the capabilities and specific actions taken by SMHTOs during a crisis such as COVID-19 in the efforts to support their crisis preparedness and response strategies. Furthermore, SME operators in the industry must see insurance uptake as one important measure that could help them cope with the losses instigated by the impact of a crisis and possibly speed up their recovery.

The study extends the general crisis management framework by including additional phases of crisis management and the specific activities carried out by SMHTOs in managing the COVID-19 crisis. This makes this study one of the first studies in Africa that examined crisis-coping and post-recovery strategies amongst small and medium-sized hospitality and tourism firms.

This paper aims to respond to the strong calls for interdisciplinary solutions to address the many and varied challenges that major disasters create in urban (tourism) spaces, and provide a holistic conceptualisation of organisational responses to disruptions in the external business environment. It argues that organisations need to actively (re)formulate a sustainable business proposition to passively adapt to environmental conditions and modify the selective environment.

This study uses a qualitative approach to introducing and examining the concepts and theoretical constructs underpinning the proposed conceptual schemata. The content-driven inductive approach used here is based on an extensive review of the disaster recovery, crisis management, entrepreneurial strategy and urban tourism literature with a focus on organisational perspectives. It systematically brings together the theories and research findings from these separate strands of literature.

While the extant literature focuses on the importance of effective adaptability to survive and thrive in environmental uncertainties, some aspects of the relevant evolutionary processes are not addressed in the context of urban tourism. Indeed, a systematic approach that questions how urban tourism and hospitality businesses react to crises has been long overdue. This paper, therefore, introduces niche construction theory (NCT) as an alternative and proposes an integrated framework to understand the environmental conditions of urban tourism and organisational evolution during post-disaster turbulence.

The proposed model emerging from a multidisciplinary literature review acknowledges boundary conditions in the tourism industry-specific interpretation of a crisis situation. The tenets of NCT need to be adopted flexibly rather than as part of a strictly prescriptive process to allow for all aspects of the related business responses to play out and become exposed to the emerging selection pressures.

The argument underpinned by the theoretical constructs of niche construction encourages and offers a framework for practitioners to actively (re)formulate business proposition and (re)construct organisational niche to survive post-disaster turbulence in the business environment and exert influence over their own evolution.

This paper offers different angles, filters and lenses for constructing and interpreting knowledge of organisational evolution in the context of crisis management. The conceptual schema (Figure 2) emerged as a novel contribution itself providing a necessary lens to interpret the empirical data and understand the complexities of the organisational responses to the disruptive post-disaster turbulence in an urban tourism business environment.

This paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.

The framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.

The findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.

The framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.

The study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.

This paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.

According to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.

The literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.

In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.

Five research propositions have been proposed based on the stages of crisis management.

The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.

Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.

The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

The study analyses the resilience of food rescue organisations’ operating as “essential services” in response to the COVID-19 pandemic (March 2020) in Aotearoa New Zealand. It explores the impact of COVID-19 on the organisations’ operation, preparedness, and potential positive impacts.

The study employed a qualitative approach based on semi-structured interviews with 19 out of 23 active food rescue organisations across the country. Interview participants included CEOs, founders, managers, and coordinators.

The study identifies six impact areas experienced by food rescue organisations during COVID-19, policy and preparedness, funding, operation - logistics and personnel, supply continuity, food security and sector collaboration. Despite these impacts, the organisations showcased admirable resilience through innovation, adaptability, and collaborative practices, enabling the continuation of their services during the crisis.

The paper provides a three-stage crisis management framework to guide the development and implementation of a crisis management plan to improve the resilience and preparedness of food rescue organisations’ response to future crises. The framework is flexible and adaptable to each food rescue organisation’s unique operation and capacity.

This paper offers a retrospective analysis of the impact of the COVID-19 pandemic in 2020 on 83% of food rescue organisations in Aotearoa New Zealand. It is the first paper to study the impact of COVID-19 on food rescue organisations.

Organizations are threatened by business crises that may be prevented or lessened if critical knowledge is identified in advance. The purpose of this paper is to enhance the understanding of the role knowledge management (KM) plays in affecting organizational performance during crises.

A case study of a business crisis was conducted to investigate how KM helped mitigate damage caused by the crisis.

First, KM plays an important role in crisis management. Second, organizations have different knowledge needs that require the application of different KM strategies at different phases of a business crisis to achieve the best results. Finally, the experience handling crises makes organizations consider their incompetence and thus leads to the generation of organization‐wide learning initiatives which facilitate knowledge acquisition, sharing, and institutionalization.

The proposed knowledge‐centered crisis management framework can be used by organizations as guidelines to develop their KM strategies based on their concerns during business crises.

Few prior studies have specifically addressed the role KM plays when encountering business crises. This study focuses on investigating how organizations can apply useful KM strategies based on their knowledge needs and thus achieve desirable crisis management outcomes.