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The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.

A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.

The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.

This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

The purpose of this paper is to understand the needs of the supply-chain (SC) network when coping with permanent and temporary demands, this paper analyzes the Swedish emergency preparedness SC network. This network comprises planning procedures and resources, as well as numerous organizations and other participants in civil society that take part in the system to cope with threats and ongoing crises. Planning constitutes a critical infrastructure because the system must develop the ability to shift SC functions from permanent to temporary networks in ongoing crises and war.

A research study is performed based on data gathered by three qualitative methods concerning the SC network of emergency preparedness planning.

This study demonstrates the relevance of a wide empirical field challenging several theoretical perspectives of the SC network in preparedness planning and the shift to ongoing crises. Further research targeting key capabilities is needed to further improve understanding of the challenges for developed countries in managing potential threats and crises.

Actors taking part in the preparedness system have found it challenging to coordinate. Due, in part, to the lack of a common threat profile, key capabilities remain outside preparedness planning, e.g., military, commercial and voluntary actors as well as unclear and inconsistent regulations. Thus, building the SC network demonstrates the need to target the military, the voluntary and commercial sectors and their ability to develop the networks in preparedness planning. In a reformed system, all actors must strengthen civil defense in an all-hazard approach, which in planning encompasses the entire threat scale, demonstrating key functions and the ability to shift to temporary networks responding to ongoing crises, including war.

The purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.

This paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.

The resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.

Limitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.

This paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.

This paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.

This paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.

The purpose of this paper is to explore whether organizations have increased their crisis response planning in response to the terrorist attacks of 9‐11. While organizations were encouraged to implement crisis response plans or improve their existing plans after the events of 9‐11, there is mixed research on whether firms have taken such actions.

This study used a survey to explore if the number of firms implementing crisis response plans had increased since 9‐11. The survey also looked at employee perceptions of their company's preparedness for a crisis. By using subjects in New York and California, the survey also explored if there were geographical differences to the crisis response planning which occurred after 9‐11.

The survey found that firms have not responded as well as researchers and the government had hoped. The survey did find that the west coast firms seem to be responding quicker than the east coast companies.

Limitations of the survey include asking people to recollect the past. Another limitation is not having control over who filled out the survey since the survey was e‐mailed to the executives. The respondents also may have been susceptible to the social desirability bias.

This paper should impress upon organizations the need for an organizational crisis response plan. After the events of 9‐11, Hurricane Katrina has more recently focused attention on how firms were not prepared for a natural crisis and that firms may not be prepared for the Avian Flu.

The value of this paper is that it shows empirically the need for organizations to prepare crisis response plans. Future research should focus on exactly which elements should be included in a firm's crisis response plan.

Discusses the efficiency of disaster management policies and programmes in Australia. Argues that there are long‐standing deficiencies in strategic and operational planning and forecasting approaches. Urges more co‐operation and co‐ordination between the various emergency services. Discusses the development of terrestrial and space technologies which could be used in disaster management.

Crisis planning and improvements to business resilience are increasingly significant aspects of hotel management. This study investigates the crisis preparation of hotel managers in Malaysia and how their perceptions affect crisis planning and preparation.

A qualitative research method of semi-structured interviews with 24 hospitality managers in Malaysia was conducted. Data were analysed thematically using ATLAS.ti software, version 8.

The findings showed that crisis preparation among Malaysian hospitality firms is relatively neglected. Hotel crisis preparation schemes are greatly influenced by senior managers' intentions and organizational culture. Organizational resilience also has a significant role in hotel crisis planning and preparedness. Interestingly, in terms of long-term adaptation, hotels were less inclined to be “learning organizations” and managers were reluctant to change their organizational established structures, core beliefs and practice sustained resiliency in crisis preparation.

Understanding the crisis preparation of hospitality managers is important to develop effective strategies for different crises considering their severity and urgency. This study identified influential organizational and personal factors which affect crisis preparation of hospitality managers in Malaysia. The study further recommends a proactive mindset in crisis preparation of hotels.

Crisis preparation of hospitality managers had received limited attention, and this study highlights how managers consider crisis planning and preparation.

The purpose of this paper is to present a model to explain a business contingency process to senior management and other employees in organizations during education or training on business continuity planning.

The model has been developed and evaluated/tested in three comprehensive cases. Senior management, IT managers and employees in the three case organizations participated in this action research effort during the development, implementation, education or training on business continuity plans and planning.

The model has been evaluated/tested, and is suitable for explaining what may characterize a business contingency process to senior managements and employees in both public and private sector organizations.

The model can be used for explaining the issues to senior management and to form the fundament for building a business continuity plan which is part of an organization's IT and information security program. It may also be used to explain what a business contingency process is to other staff in an organization. The model can also be used to model parts of business continuity planning, as a basis for training planning, and as support in different training contexts to achieve individual and organizational learning on business continuity plans and activities.

The model is graphically visualized and the concept can be adapted to any organization.

Crisis planning, which symbolizes an organization's crisis preparedness and often conceptualized at the corporate headquarters, is increasingly decentralized to regional centers of global companies. These centers, in turn, synchronize their crisis master plans with its national units for expeditious management of localized crises. The purpose of this paper is to capture the decision‐making processes that practitioners at a regional center faced as they nurtured their master plan from conception to implementation.

The qualitative method is used. This is a case study of a Fortune 500 company with plants in every continent. The company has four regional centers, and the center under study oversees more than 20 national units or countries.

This study found a deep divide in attitude, expectation, and style between what practitioners and the dominant coalition regarded as necessary and sufficient measures in crisis planning.

Restricted access to more interviewees.

Studies like this, grounded in the practitioner's world, add rich layers of context to understanding how theory and practice can integrate. Given that in this study, corporate communications has been found to be regarded as an auxiliary, rather than ancillary, function in this study, this paper offers practical tips on what practitioners can do to transform organizational perception.

Such studies are rare because of the lack of accessibility to data. Practitioners are hesitant to grant access because of the highly sensitive nature of this topic, for fear of reprisals from their organizations, and an inadvertent revelation of organizational privacy and secrets.

The aim of this exploratory paper is to highlight for hospitality and tourism, the importance of an effective contingency plan – in case the worst happens. The paper critically evaluates and suggests guidelines for preparing a crisis management plan in the pre‐crisis period. This could have a significant impact on the growth of the firm as well as the industry and economy.

Based on the review of crisis management literature, key issues have been identified, lack of pre‐crisis planning has been witnessed and subsequently an existing model has been adapted to be used in generic format for preparing a contingency plan.

The paper analyzes various issues relating to readiness to address crises, different types and stages of crisis, the relative impact of these negative events on the hospitality and tourism industry, gaps found in the crisis management strategies and the lessons learnt from them.

This paper should prove useful to managers considering the development of a crisis management plan so that they are prepared for the unexpected in a strategic manner.

The coronavirus disease 2019 (COVID-19) pandemic and consequent economic shutdown have had severe impacts on the tourism industry. Acquiring an understanding of the impacts and ongoing response procedures is crucial to recovery planning. The purpose of this study is to explore the management procedures undertaken by sport tourism stakeholders during the COVID-19 pandemic in Indiana, USA, a state that relies heavily on sport tourism for its economic vibrancy.

A constructivist grounded theory approach was adopted. In-depth semi-structured interviews were conducted with 14 high-rank managers in sport tourism organizations.

Continued uncertainty, psychological and financial distress were found to be the main challenges. Contingency planning, adaptability and focus on doable tasks were the core elements of the strategic response plan. Resilience management, particularly social and financial, appeared to be key in the recovery process. A stronger return was predicted with technological advancements and new collaborations. Intra-destination collaboration and creative programs were found to be key in the long-term resilience of the destination.

Findings shed light on the challenges faced, response actions undertaken, and the projected future which helps to understand the stories behind decisions and proposals, identify the gaps, and plan the best possible practices. Recommendations for leveraging sports to revitalize the destinations and help businesses survive the crisis are provided that can guide sport tourism communities on their path to recovery from COVID-19.