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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.

Organizational crises are complex events for researchers to assess. However, research in this domain remains fragmented, and advanced empirical techniques remain underutilized. In this chapter, we offer an integrated approach to assessing crises. We first specify a behavioral process model of crisis management comprised of three stages: interpretations, responses, and outcomes. Within each stage, we identify areas of opportunity and provide methodological recommendations that enhance our understanding of crises and crisis management. We also provide recommendations that could be applied across stages of the model. Taken together, we present a framework by which researchers can more effectively measure and analyze critical crisis dimensions.

The prevalence of crises is a real phenomenon that demands proper planning and implementation of measures to preempt and curb its consequences on both national economies and business operations. Crisis is one of the concepts that cannot be overlooked, pervasive in nature, and does not necessarily denote negativity. Crisis is no longer an unusual, arbitrary, or minor characteristic of today's business environment. As far as the business environment continues to be volatile and unpredictable, it is unlikely that business organizations would be free from crises. Crises are noted to be a vital part of a business context and can serve as an avenue for positive change and creativity if the right tools and techniques are employed to properly manage them. On the other hand, crises can jeopardize the continued existence of the organization and obstruct the achievement of its goals. Thus, the debilitating ramifications of crises on business growth, survival and overall success calls for adoption of sustainable crisis management approaches in this new business world order that is framed by Industry 5.0, digitalization, and green business practices. The primary purpose of this article is to establish how modern crisis management methods could lead to sustainable organizational development. The current study departs from existing studies in the literature by systematically presenting methods to anticipate, solve, and transform business crises into advantage. The chapter also throws light on how organizations should manage business crises that may well be accelerated by Industry 5.0 and its components; digitalization and sustainable development.

Crisis management (CM) has gained prominence in the last decades, as the complex global business environment has forced executives to pay attention to practices that may safeguard organizations against potential crises. However, despite the fact that various scholars point to the need for autonomy and delegation of authority when responding to crises, it appears that the overarching rationale in the crisis literature is geared toward a centralized approach. This suggests that preventive actions and response to crises lie mainly with the leader of the organization and with designated crises teams. It is also apparent that this literature places too much weight on contingency plans and classification schemes. Although behavioral factors have been discussed by some authors as a fundamental element in dealing with crises, it is not clear how to develop these traits. It is our contention then that these conventional perspectives, although valuable to CM, are insufficient to deal with the uncertainty that characterizes global business today where firms must be prepared for the unexpected. We discuss the limitations of this traditional approach and argue for a combination of central control with decentralized execution when responding to unexpected crises situations. This enables management to better comprehend the complexity embedded in any crisis and allows adaptive practices to emerge throughout the organization. An analysis of two cases paired with empirical field studies support our proposition.

The purpose of this chapter is to advance existing literature on crisis management by critically analysing the impact of crisis on tourism performance within a developing world context, with a specific focus on South Africa as a case study area. Crime, xenophobic attacks and the Day Zero water crisis form the basis for discussion as significant crisis affecting the country's tourism industry.

Utilising qualitative content analysis as a methodological approach, the study analysis strategic policy documents, newspaper reports, press conferences, and campaigns to discover policies, strategies and plans that have been applied to alleviate the impacts of catastrophic events on tourism performance.

The interpretation of literature reveals that factors affecting the South Africa tourism industry stem from mainly human-caused disasters, this being crime and violence, and inadequate water management strategies.

Results discussed in this study were framed through a systemic review of existing literature To gain an in-depth understanding of crisis-related matters in the Global South, future research can apply empirical data-gathering procedures.

The study proposes that proactive crisis management planning and inclusion of non-tourism stakeholders in crisis management planning is essential to combat crisis' impact on tourism performance.

In the Global South, studies that interrogate the effects of crises on tourism performance generally focus on a single case of a disaster or crisis, therefore lacks a study that comprehensively discusses events that deter tourism performance. Thus, this study bridges the existing literature gap by focussing on South Africa as a case study area.

The chapter is about the revamping of the hospitality and hotel industry in the South East Asian Region after the COVID-19 pandemic. The hotel industry contributes largely to the GDP of the economy. Therefore, the success of this industry is mandatory for the development of a country. The reconstruction of this sector depends upon the advanced techniques and practices to boost up this sector after crisis. Therefore, to implement such practices highly depends upon the highly educated and aware managers. This chapter focuses on how crisis management plan revamps this industry after the greatest destruction.