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The purpose of this paper is to review the impact that the 2003 SARS epidemic had on tourism and summarize the lessons that were learned from this crisis. To offer both practical and strategic tips for hoteliers and destination marketers in the Niagara region should a similar crisis affect this region.

Findings were derived from the analysis of both secondary and primary data. The popular press and academic journals as well as reports, briefs, and presentations were analyzed. A questionnaire was designed to investigate the impact of SARS, management during the crisis, recovery strategies, and formal planning.

Provides information on how industry dealt with a major, extended crisis. Recognizes the importance of an integrated strategy for dealing with a crisis.

The paper concentrates on the effects of an epidemic in two large North American cities. The strategic and practical tips may not be suitable in other jurisdictions.

This paper provides information on how the tourism industry can prepare itself for a crisis or disaster and describes how all stakeholders must work together to better deal with the effects of a crisis.

This paper summarizes the effects that SARS had on the tourism industry and offers practical and strategic tips for preparing for and managing crises.

Suicide behaviour rates vary significantly between countries due to a range of cultural, behavioural and health‐related factors. Gender and age‐related factors also appear to be impor tant key determinants of vulnerability to suicide ideation and suicide completion. The homeless population is par ticularly at risk, due to multiple complex issues that relate to social exclusion, alcohol, drug, mental health and nutritional issues. Studying homeless people is problematic due to access, the transitory nature of their contact with statutary services, problems of self‐repor t and recall in people ‐ some of whom have mental health and cognitive issues. There is an increasing interest from practitioners and academic researchers in spiritual factors that appear to modulate the responses of an individual to the internal and external threats that underlie the motivation to end his or her life. Effective approaches to suicide prevention and crisis management require a good understanding of the interplay between this complex set of biological, psychological and social domains. These will be explored in the final section of this review. This paper, therefore, aims to provide a non‐systematic review of the existing literature published in academic journals and relvant ‘grey literature’ and focuses on themes in the literature that will hopefully inform both policy and practice.

This paper aims to present answers to the strategic question: “How should Niagara region respond to the key challenges it faces and find solutions to preserve and develop its tourism industry?” It aims to capture the essence of conclusions of nine papers contributed by 22 Canadian tourism experts to the Worldwide Hospitality And Tourism Themes (WHATT) issue on tourism in the Niagara region, Canada.

The approach of this paper is to integrate all solutions suggested in these nine papers and to seek a succinct response to the strategic question.

While providing a helicopter view of the key challenges of the tourism and hospitality sector in Niagara region, Canada, this paper proposes implementable solutions to those challenges. Using the 2007 WHATT roundtable discussion as the foundation, this paper addresses the some of the most significant issues affecting the Niagara region related to sustainable tourism development, destination marketing, hospitality industry, wine and culinary tourism, special events, gaming industry, crisis management and binational tourism. In conclusion, ten key suggestions are made for the Niagara region or any other tourism destination in the world, which envisions healthy and sustainable growth.

This paper provides fresh perspectives on many relevant issues by analysing inputs, viewpoints, comments, and suggestions of many regional experts. Readers with interests in the Niagara region or other key tourism destinations around the world would benefit from this paper.

This paper aims to analyse literature relevant to four imperative aspects of hotel marketing, to discuss current challenges and opportunities, and to make suggestions for marketing Canadian hotels in the future.

The foundation for this paper was laid during a well‐attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. The subject of marketing hotels is discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”.

The paper identifies innovation as the main ingredient for success in marketing Canadian hotels in the future. In the conclusion suggestions for strategic shifts in hotel marketing and tactics, which would help Canadian hoteliers in marketing their hotels in the future, are identified.

The paper reviews past concepts and industry practices as well as current practices to identify practical, effective and innovative approaches for the future.

As the team of authors represents both the industry and academia, this paper will be of immense value to students, educators, and researchers, as well as industry leaders. The paper captures significant strategy shifts, lists the top integrated digital awareness systems, and presents a new model in innovative hotel pricing empowerment for hotels.

Brain Injury Case Managers (BICMs) work closely with individuals with Acquired Brain Injury (ABI), assessing needs, structuring rehabilitation interventions and providing support, and have significant experience of clients with impairments to decision making. The purpose of this paper is to explore the application of the Mental Capacity Act (MCA) and its guidance when applied to ABI survivors. This research aimed to: first, highlight potential conflicts or tensions that application of the MCA might pose, and second, identify approaches to mitigate the problems of the MCA and capacity assessments with ABI survivors. It is hoped that this will support improvements in the services offered.

Using a mixed method approach, 93 BICMs responded to an online questionnaire about decision making following ABI. Of these, 12 BICMs agreed to take part in a follow-up semi-structured telephone interview.

The data revealed four main themes: disagreements with other professionals, hidden disabilities, vulnerability in the community and implementation of the MCA and capacity assessments.

The findings highlight the need for changes to the way mental capacity assessments are conducted and the need for training for professionals in the hidden effects of ABI.

Limited research exists on potential limitations of the application of the MCA for individuals with an ABI. This paper provides much needed research on the difficulties surrounding mental capacity and ABI.

The study provides an understanding of strategic planning through an assessment of its definitions, the planning process, and spells-out the outcomes as well as the associated competitive advantage from practicing strategic planning. Despite the popularity of strategic planning as a management tool, it is argued that its practice is one that is least understood.

A review of strategic planning was conducted. The definitions identified were drawn from definitions derived from the top 10 publications with the highest citations from each of the two decades between 2001 to 2020 following a systematic Scopus search of publications with “strategic planning” in their title, and other publications identified through a Google Scholar search on “strategic planning”. The most unique or differentiated definitions were identified and assessed. The identified publications were also analyzed using content analysis to gain insight from their research findings as it relates to strategic planning in general, the planning process and respective competitive advantage.

The review established that there are various definitions of strategic planning, however, they are largely aligned as it relates to the formulation of strategy, the widest difference in the definitions is in the scope of the implementation activities.

The review contributes to the body of knowledge by providing (i) an understanding of strategic planning; (ii) an assessment of the definitions of strategic planning; (iii) a proposed definition of strategic planning; (iv) provision of a theoretical framework to understand the practice of strategic planning; and (v) the positioning of strategic risk management in enabling strategic planning.

The COVID-19 pandemic, which appeared in China in late 2019, has affected the world psychologically, socially and economically in 2020. Tourism is one of the areas where the effects of COVID-19 have been felt most clearly. The study aims to determine the effect of negative problem orientation (NPO) and perceived risk related to the COVID-19 pandemic on travel and destination visit intention.

This study employed a convenience and probabilistic sampling method for collecting data from 531 respondents using an online questionnaire. Partial least square structural equation modeling (PLS-SEM) was used for testing research model.

According to the findings, NPO and perceived risk related to the pandemic were found to have direct and indirect effects on the travel behavior of tourists. The results of this research provide theoretical and practical implications for hospitality and travel businesses on topics such as the psychological effects of the pandemic and the travel behaviors of tourists.

It is estimated that the pandemic will also affect tourist behavior due to its effects on human psychology. For this reason, a study conducted in the context of tourist behavior theories is expected to contribute to the literature, managers and future of the tourism.

Due to the COVID-19 pandemic, many people have experienced career shocks, especially employees in the hotel industry. To address how to retain talent in the industry, this study aims to examine the joint impacts of employee resilience, work social support and proactive personality on hotel employees’ career change intentions.

A survey questionnaire was developed to test the proposed framework. Data from 339 current hotel employees in the USA was analyzed using the PROCESS model.

Results show a significant three-way interaction, indicating that for less proactive employees, resilience is negatively associated with career change intentions. However, for highly proactive employees, an additional situation cue in the form of strong work social support is required to activate the expression of resilience. Highly proactive and resilient employees who receive strong supervisor or coworker support during the pandemic have lower career change intentions. However, highly proactive employees who receive weak supervisor or coworker support exhibit similar levels of career change intentions, regardless of resilience level.

Hotel managers should consider helping employees enhance their resilience and overcome career shocks by providing training and resources and establishing a learning culture. More importantly, it is essential to offer strong supervisor and coworker support to promote resilience among proactive employees. Hotel managers should actively promote strong work social support, and offer training and counseling opportunities to promote employee retention during the pandemic.

To the best of the authors’ knowledge, this study is the first to examine employee resilience in the hospitality field. This study contributes to the employee resilience literature as well as trait activation theory by examining situational cues that can activate employee resilience and by providing empirical evidence to reveal the boundary conditions of how employee resilience impacts career change intentions.

The purpose of this study is to test the local impact of COVID-19 pandemic on hotel performance at the individual property level, and further examine the roles of hotel attributes and business mix in potentially moderating or intensifying the impact of a crisis.

Using a sample of 5,090 hotel properties in Texas, USA from January 2020 to December 2021, this study estimates a monthly hotel performance model to evaluate how the pandemic affected hotels’ operational performance based on revenue per available room.

Results show that a 10% increase in the monthly number of confirmed COVID-19 cases led to a 0.522% decrease in hotel performance. Also, a series of moderators were identified within the pandemic–performance relationship: the negative impact of the pandemic was more severe among higher-end hotels and newer hotels; urbanization and localization diseconomies prevailed during the pandemic; and there was a smaller negative effect of COVID-19 on high rated hotels in the category of economy hotels.

The moderators highlighted in this paper shed light on the heterogeneity of COVID-19’s effects on hotel operations. Findings enrich the hospitality literature by considering business resilience in relation to the pandemic.