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The purpose of this chapter is to explore the effects of COVID-19 pandemic on tourism and hospitality. Motivation of the researchers in constructing the chapter was to logically alert the present-day and future world tourism and hospitality business leaders on how to respond to the disruptive forces attributed to deadly viral pandemics like that of COVID-19 pandemic. The purpose being to draw conclusions and identifying the research gaps. It is based on a structural analysis methodology to frame the categories of the major analysis in combination with scientific rigour to a broad and complex problem. Research results proved that the primary effects of COVID-19 pandemic on tourism and hospitality industry include technology disruption, globalisation problems and logistical inefficiencies. Implications to contemporary tourism and hospitality industry business leaders include bringing-in technologies, incubating survival plans of actions. The study results underscore the necessity of understanding effects of COVID-19 pandemic on tourism and hospitality so as to craft both proactive and reactive strategic stances. The research contributes to literature and theoretical novel introspections into the depth and breadth of how various tourism and hospitality industry metamorphoses can lead to navigation and survival in such COVID-19 pandemic environments.

This chapter provides an overview of the case and draws attention to the types of teams who respond to disasters, specifically a structure fire. We then provide a detailed recounting of the case, what resources were at play, and how the incident resolved.

There have been a number of case studies that have documented the challenges organizations face in monitoring complex and turbulent environments and the anomalous events that characterize them combined with multiteam systems’ unique combination of intricacy, propensity toward hazards, and necessary team cohesion makes it particularly difficult to foreshadow – and subsequently train for – all possible contingencies. The majority of the cases reported here is based on the official National Institute for Occupational Safety and Health report that occurred shortly after the event and which is a required investigation by both State and Federal laws. Although the report is publicly available, specific identifying information was removed to allow for ease of comparison and to emphasize the multiteam system processes of interest.

As outlined in the case study above, there are many challenges that were faced in this multiteam system response to the supermarket structure fire. We discuss the response of the multiteam systems and attempt to identify a few key areas where miss-steps occurred and how the response would be different when multiteam systems function properly. We conclude with some practical implications from the incident as well as how multiteam systems can be improved based on this case study.

This chapter provides a real-world example of a disaster and systematically analyzes the steps and decisions that were utilized during the process from a multiteam perspective. Hopefully, the analysis of the case presented here will assist in developing increased awareness during high-stress encounters and offer an unbiased evaluation of what is required to properly train and therefore mitigate such tragedies in the future.

Refining and updating Harvey’s theorisation of the shift from managerialism to entrepreneurialism, this chapter charts the changing business of entrepreneurial governance through an examination of English economic development practice. Local Enterprise Partnerships (LEPs), sub-national entrepreneurial governance entities, provide the empirical lens to understand the contemporary role of private interests in the pursuit of public goals in securing innovative approaches to economic development.

Comparative analysis of the strategic priorities, ways of working and interventions of LEPs operating across Greater Birmingham and the North East of England is undertaken against the backdrop of a competitive environment where the mantra is ‘the market knows best’.

The key finding is that while some policy outcomes are prosaic, albeit across contextually distinct entrepreneurial governance places, more innovative policy approaches are emerging.

The chapter shows that there remains value in business involvement in urban governance in its present mode. A more permissive, entrepreneurial mode of governance with the liberation of private enterprise may be leading to imaginative as well as boosterist ways of securing sustainable growth.

The chapter suggests some options for policy-makers and a series of challenges for decision-makers.

At the virus' US epicenter, New York City, teachers experienced the impact of the pandemic firsthand in real time. Consistent with intensification (Apple, 1986), as school struggles to adapt to a rapidly changing social and educational landscape, socioemotional stressors and occupational responsibilities increase. Through the metaphoric (Craig, 2018) image of a candle, and using the tools of narrative inquiry (Connelly & Clandinin, 1990) – broadening, burrowing, storying, and restorying – we surface four teachers' lived experiences in a year filled with incredible grief and loss, socio-political-cultural trauma, racial strife, and personal-professional challenges to show their resolve and resiliency to persevere through and beyond burning out.