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The COVID-19 pandemic has triggered a time of crisis and uncertainty for the air transportation industry. The gloomy prospects for the industry have stretched business resilience to a critical point. The crisis has caused damage and shock that the aviation industry has never endured before. This paper aims to provide a comprehensive understanding of both internally and externally generated airline response strategies by examining business practices for crisis management.

This study screened research papers and economic reports from authoritative organizations including the International Air Transport Association, International Civil Aviation Organization, World Health Organization and United Nations World Tourism Organization from December 2019 (the month in which the COVID-19 outbreak occurred) to March 2021 (the most recent month at present). The authors also integrated publicly recognized news articles to cover a wide range of business practices in the airline industry. The authors conducted thematic analysis by filtering news articles and economic reports that mentioned the keywords “COVID-19,” “pandemic,” “CoV-2,” “coronavirus” and “corona.” The authors coded the airlines’ response actions along the two-axis matrix (time and magnitude) and generated insights in a timely manner.

Major airlines have modified decision-making in relation to the exponential spread of the virus, which is in direct proportion to the deterioration level in the airline industry. When the impact was low in the early stage, major airlines maintained their status quo. Before long, the magnitude of the destruction became high, which made airlines implement capacity adjustments and request government relief measures. As industrial deterioration deepens, airlines keep calling for state aid packages and have changed their focus to the cargo transportation of high-demand commodities and pharmaceutical supplies. Lastly, industrial adversity and uncertainty have made them defer aggressive takeover opportunities.

Several researchers have investigated the impacts of the COVID-19 on the airline industry. However, there remains a dearth of scholarship on the hampered business activities and crisis management of the airline industry. In the absence of sufficient response strategies against the COVID-19 panic, this paper is to provide a comprehensive understanding of the major airlines’ response strategies to the COVID-19 pandemic. In addition, this paper yields an opportunity for on-site management to review how major global airlines have responded to the crisis and find managerial insights to restore their business sustainability.

冠状病毒大流行引发了航空业的危机时刻和不确定性。 该行业前景黯淡, 业务弹性已达到临界点。 这场危机造成了航空业从未经历过的破坏和震惊。 在本文中, 我们通过检查用于危机管理的业务实践, 对内部和外部生成的航空公司响应策略提供了全面的了解。

我们的研究筛选了IATA, ICAO, WHO和UNWTO等权威组织从2019年12月（发生冠状病毒爆发的月份）到2021年3月（目前的最近一个月）的研究论文和经济报告。 我们还整合了公众认可的新闻报道, 以涵盖航空业的广泛业务实践。 我们通过过滤提及关键词“ COVID-19”, “大流行”, “ CoV-2”, “冠状病毒”的新闻文章和经济报告进行了主题分析。 我们沿两轴矩阵（时间和幅度）对航空公司的响应行动进行了编码, 并及时产生了我们的见解。

大型航空公司已根据行业恶化率修订了有关病毒指数传播的决定。 当最初的影响很小时, 主要航空公司保持现状。 很快, 损失变得如此严重, 以至于航空公司不得不调整机动性并要求政府救济。 随着航空业恶化的加剧, 航空公司继续呼吁国家提供援助计划, 以将重点转移到高需求商品和药品的运输上。 最后, 行业低迷和不确定性延迟了积极的收购机会。

几位研究人员调查了冠状病毒对航空业的影响。 但是, 对于航空业受阻的商业活动和危机管理, 仍然缺乏奖学金。 在没有足够的应对冠状病毒恐慌的应对策略的情况下, 本文旨在全面了解主要航空公司对冠状病毒恐慌的应对策略。 此外, 本文还为现场管理人员提供了一个机会, 可以回顾主要的全球航空公司如何应对危机并找到管理见解以恢复其业务可持续性。

La pandemia de COVID-19 ha desencadenado una época de crisis e incertidumbre para la industria del transporte aéreo. Las sombrías perspectivas para la industria han llevado la resistencia empresarial a un punto crítico. La crisis ha causado daños y conmociones que la industria de la aviación nunca antes había soportado. En este documento, proporcionamos una comprensión integral de las estrategias de respuesta de las aerolíneas generadas tanto interna como externamente mediante el examen de las prácticas comerciales para la gestión de crisis.

Nuestro estudio examinó los documentos de investigación y los informes económicos de organizaciones autoritarias, incluidas la IATA, la OMS y la ONUWTO, desde diciembre de 2019 (el mes en el que ocurrió el brote de COVID-19) hasta marzo de 2021 (el mes más reciente actualmente). También hemos integrado artículos de noticias reconocidos públicamente para cubrir una amplia gama de prácticas empresariales en la industria aeronáutica. Hemos realizado un análisis temático filtrando artículos de noticias y informes económicos que mencionaban las palabras clave “COVID-19”, “pandémica”, “CoV-2”, “coronavirus” y “corona”. Codificamos las acciones de respuesta de las compañías aéreas a lo largo de la matriz de dos eje (tiempo y magnitud) y generamos nuestras ideas en un momento oportuno.

Las principales aerolíneas han modificado la toma de decisiones en relación con la propagación exponencial del virus, que es directamente proporcional al nivel de deterioro de la industria aeronáutica. Cuando el impacto fue bajo en la etapa inicial, las principales aerolíneas mantuvieron su status quo. En poco tiempo, la magnitud de la destrucción se hizo alta, lo que hizo que las aerolíneas implementaran ajustes de capacidad y solicitaran medidas de socorro del gobierno. A medida que se profundiza el deterioro industrial, las aerolíneas siguen pidiendo paquetes de ayuda estatal y han cambiado su enfoque hacia el transporte de carga de productos básicos de alta demanda y suministros farmacéuticos. Por último, la adversidad y la incertidumbre industriales les han hecho posponer las oportunidades de adquisición agresivas.

Varios investigadores han investigado los impactos del COVID-19 en la industria de las aerolíneas. Sin embargo, sigue habiendo escasez de estudios sobre las actividades comerciales obstaculizadas y la gestión de crisis de la industria de las aerolíneas. En ausencia de estrategias de respuesta suficientes contra el pánico de COVID-19, este documento tiene como objetivo proporcionar una comprensión integral de las estrategias de respuesta de las principales aerolíneas a la pandemia de COVID-19. Además, este documento brinda una oportunidad para que la gerencia en el sitio revise cómo las principales aerolíneas mundiales han respondido a la crisis y encuentre información gerencial para restaurar la sostenibilidad de su negocio.

Virtual spaces, commonly referred to as the Metaverse, are predicted to disrupt consumption patterns in tourism, hospitality and events (THE) by shifting some user experiences to a virtual world. Scholarly investigations are necessitated to aid in an understanding of virtual spaces and the implications of their consumption for THE industries. This viewpoint outlines a provisional research agenda on virtual spaces.

To inform its arguments, this viewpoint draws upon academic and grey literature surrounding the emerging topic of the Metaverse in THE industries.

The research agenda should consider four perspectives representing different actors of THE value chain, i.e. developers/suppliers, THE business professionals, customers and policymakers. The research agenda should also incorporate the wider spillover effects of consumption of virtual spaces which may stretch well beyond THE industries.

This viewpoint outlines some research directions which may aid different actors of THE value chain alongside academics in better understanding the emerging phenomenon of virtual spaces and comprehend the opportunities and challenges associated with their uptake by THE industries.

This study aims to explore critical success factors contributing to the selection of beneficial foreign markets by Arabian international firms.

Multiple case study method was adopted in the study, and thus, two rich-information comparative case studies were purposefully selected from Arabian large firms. Additionally, seven international market selection (IMS) decisions were examined through relying on personal interviews and archival data, and field notes as secondary data resources. Two main stages of analysis were undertaken, i.e. within and cross-case analyses.

The results showed four critical factors contributing to the selection of beneficial international markets by Arabian firms, i.e. international business experience of the selected management team, the market knowledge about the potential international markets, in-house and external consultations with international business experts and identification of a trustworthy and internationally experienced manager for the international operation.

The results have important implications to business managers by improving their foreign market selection behavior. Further, the research’s findings can assist less-experienced firms, willing to internationalize their businesses, in enhancing their decision-making process to arrive at beneficial country for their international operations.

The research findings provide significant theoretical contribution to literature review on the internationalization process of firms through addressing critical success factors in IMS decision process. Further, it provides significant methodological contributions in relation to the effectiveness of the case study approach in capturing elements of the IMS process.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on uncovering how Qatar Airways successfully became a top-ranked multinational airline brand. The airline achieved this success by implementing three core strategies. Firstly, aggressive international expansion through rapidly launching new destinations, joining a strategic alliance, and expanding into offering ultra-long-haul routes. Secondly, a sharp focus on customer-oriented service through investing in an ultra modern airport base, and in a high-end aircraft fleet that delivers maximum passenger comfort. Thirdly, resilient global branding through attending international airshows and sponsorship opportunities.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to explore how destination image can be shaped, created and crafted, from an induced-source, supply-side perspective to better cater to Arab visitors, drawing on empirical research conducted on the Gold Coast, Australia.

Two sequential stages of research were implemented. The first stage conducted an analysis of websites to compare and contrast the image of the Gold Coast projected with the image perceived by Arab visitors. The second stage conducted semi-structured interviews with professionals from two destination marketing organisations (DMOs) directly responsible for marketing the Gold Coast to Arab visitors.

Key findings indicate that the DMOs sought to portray a strong destination brand to Arab visitors, specifically around its current branding of “Gold Coast: Famous for Fun”. The Gold Coast has highly evolved strategies to target Arab visitors, including productive working relationships between DMOs and strategic partnerships with tourism organisations in the Arab world. However, analysis of websites revealed some incongruence between core attractions. Arab websites emphasise the beach more than do the Australian, state and local DMOs, and entertainment did not rate as highly as the need for beaches, shopping and accommodation.

Importantly, this research highlights the need for DMOs to clearly understand the needs of Arab visitors and integrating such information into targeted marketing campaigns aligned with the core destination brand.

The contribution of this research is in providing a more nuanced understanding of the importance of using culture as a key segmentation tool not only to help attract more tourists but to assist DMOs to understand the special needs of various cultures in the destination.

This chapter discusses aspects of the relationship between Islam and tourism in Brunei, Indonesia, Malaysia, and Singapore. Islam is shown to exercise considerable influence over social and political systems in the first three countries, in addition to affecting the tourism industry. It also gives rise to a series of particular demands from adherents, reflected in a movement termed Islamic tourism that encompasses product development and marketing efforts designed for and directed at Muslims. The activities of the four countries in the field are reviewed, revealing an appreciation of the volume and value of Muslim markets. However, there are challenges to overcome if the prospects for future growth are to be fully realized.