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The purpose of this chapter is to report on the effects of a natural disaster on the tourism sector of Grand Bahama Island (GBI). This chapter explores the process of tourism destination recovery. Tourism destination recovery has become an important area of study in Small Island Developing States (SIDs). SIDs have been subject to increasing external shocks based on the state of the natural environment including climate change. GBI is the northernmost populated island in The Bahamas and the island has been impacted by several hurricanes within recent times including Hurricane Matthew in 2016 and Hurricane Dorian in 2019. A review of the tourism literature revealed that tourism destination recovery is an underresearched area in the Caribbean. Data were collected from stakeholder interviews to determine the process of tourism destination recovery. Findings revealed the importance to focus on product development, marketing, and coordination aspects of a tourism destination in recovery. This chapter offers a path towards tourism destination recovery by highlighting some of the challenges of the process, with consideration of a recovery framework for tourism destinations.

This chapter evaluates the extent to which sustainable principles have been included on the destination recovery plans implemented by British Destination Management Organisations (DMOs) in response to COVID-19 and their subsequent quarantines during the period 2020–2021. The aim of the chapter is to explore if this pause in activities created by the COVID-19 crisis was used by UK DMOs as an opportunity to develop sustainable destination management plans, or alternatively, led them to prioritise financial income as the key driver in their recovery. The chapter also identifies the goals, motivations, performance indicators and strategies applied by those DMOs which developed post-COVID tourism destination recovery plans, with particular focus on those which have decided to include sustainability elements in their plans. The chapter concludes by developing a set of principles that other DMOs could apply when intending to develop sustainable management plans for their destinations in response to future major operational disruptions.

Tourism sites around the world which are often hit by calamities caused by climate change normally affect extremely the regions and economies. Disasters affect directly or indirectly the number of tourist arrival, the hotel industry, tourism receipts, employment, and the overall economy of a region (Naeem, Bhatti, & Khan, 2021). To thrive or adapt in this novel and rapidly changing environment, tourism communities need to be resilient in order to maintain the economic benefits (Wu, Chiu, & Chen, 2019). This requires strategic approach in local tourism development with strong public private partnership and collaboration. Economy, environment, emergency management and response, disaster risk management, community-based participation, post-disaster tourism recovery management, psychological behavior of people, nature-based tourism, dark tourism, responsive consumer behavior, and transportation are the key areas to focus on. Developing resilient and sustainable local tourism communities must be guided by the carefully defined goals and objectives depending on the dynamics and resources of the communities, and anchored of guidelines, pertinent laws and policies implemented by the local, national, and international governing and regulatory bodies.

Purpose: This chapter analyzes how the COVID-19 pandemic has been managed and strategies put in place to rejuvenate the tourism industry in Uganda.

Methodology: This chapter adopts an integrated approach involving questionnaire survey and rapid situational analysis of documents to synthesize information on management of past disease outbreaks, COVID-19 and their impacts on tourism.

Findings: Uganda's tourism industry is vulnerable and has been exposed to past disease outbreaks such as Ebola and Marburg with varying effects on its image and performance. With the outbreak of COVID-19, the industry has drawn lessons from the previous responses and management experiences to cope with the effects of the pandemic.

Research Limitations: The main limitation in this chapter is the low response rate due to stringent lockdown conditions and limited access to respondents and official documents.

Practical Implications: This chapter recommends the need to mainstream strategies for crisis management into the tourism policy and development planning frameworks.

Originality/Value: This chapter provides a robust approach to analyze tourism industry's response, recovery and sustainability after disease outbreaks, pandemics and related crises in future.

It was estimated that 450 million people would take vacations during the Chinese Spring Festival in early 2020, yet the outbreak of the pandemic resulted in a sudden brake of travel business. This caused an unparalleled damage to the industry for tourism cities in China. Among those cities, Hangzhou was the first to activate the First Level Public Health Emergency Response, indicating an immediate lockdown. However, within one month, the city started to reopen its public facilities, parks and gardens for residents. From then, the city has witnessed a well-controlled pandemic and steady recovery of tourism. Therefore, the author intends to explore (1) what contributes to the tourism recovery in Hangzhou; (2) how the policy was implemented efficiently and (3) the casual relations between the safe destination image and the recovery of tourism industry. From a longitudinal perspective, the research adopted qualitative methods to collect data from policy documents, interviews and auto-ethnographic reflections. Thematic analysis indicates that effective control of the pandemic, early application of tracing app, seamless linkage between administrative levels and the cooperation of local residents are important to create a positive and safe destination image; traditional values and the authority of the government are equally important for implementing measures and policies successfully; more importantly, the safe image of a destination is considered as the most important reason for Chinese to make a travel decision. The research will contribute to destination management under crisis and exemplify the possibility to build the destination resilience with those effective.practices.

Negative issues in the world have increased in recent years. The continuing COVID-19 pandemic has forced the global tourism industry to take precautions against these disasters to be ready to respond. Given tourism's vulnerability to environmental and social changes, the pandemic has dramatically impacted tourism worldwide. Tourism enterprises have developed various strategies and approaches to eliminate vulnerabilities that negatively affect their structures. This chapter tries to measure and recover plans implemented by various countries to increase the tourism industry's resilience in the face of crises and disasters.

Kenyan Small and Medium-sized Tourism Enterprises (SMTEs) have been highly affected by the COVID-19 pandemic. In particular, the tourism workforce had to face lockdowns and travel restrictions. In order to maintain business and operational continuity, the tourism workforce had to leverage on internet technologies and digitalisation as a means of enabling business continuity and providing value addition in their supply chains. This study sought to investigate on the extent to which digital skills aid in the tourism recovery process as well as improve the employees' well-being amid the COVID-19 pandemic among SMTEs in Nairobi City County.

The study took a qualitative approach based on constructivist grounded methodological approaches that emphasised specifically on the discovery of emerging trends and patterns in behaviour as well as development of new theory. The aim was to understand the tourism workforce recovery process using digital skills. The process involved data gathering from interview participants, qualitative emic and etic coding, analytical memo writing, theoretical sampling and reconstructing theory.

The findings of the study showed that due to losses attributed to the lockdowns and travel restrictions, prospective digital business models have been formulated for tourism stakeholders during the lockdown period. The changing technological landscape globally showed that digital skills will continue to be in great demand to meet the needs of the marketplace. Further, the use of social digital tools to build a mental health response to COVID-19 was instrumental to the recovery process. Technological resilience is a key factor that will play a role in reviving the sector.

A structured vision, roadmap and tourism strategy for mainstreaming digital skills and developing technological resilience within the tourism and hospitality sector is important towards coping and adaptive strategies for the SMTEs in the Kenyan context.

This study examines how digital skills are vital for tourism recovery especially for the SMTEs within the developing countries context.

This chapter introduces the tourism–disaster–conflict nexus through a comprehensive review of the contemporary social science literature. After reviewing conceptual definitions of tourism, disaster and conflict, the chapter explores various axes that link through this nexus. The linkages between tourism and disaster include tourism as a trigger or amplifier of disasters, the impacts of disasters on the tourism industry, tourism as a driver of disaster recovery and disaster risk reduction strategies in the tourism sector. Linkages between tourism and conflict include the idea that tourism can be a force for peace and stability, the niche status of danger zone or dark heritage tourism, the concept of phoenix tourism in post-conflict destination rebranding, tourism and cultural conflicts, and tourism’s conflicts over land and resources. Linkages between disaster and conflict include disasters as triggers or intensifiers of civil conflict, disaster diplomacy and conflict resolution, disaster capitalism, and gender-based violence and intra-household conflict in the wake of disasters. These are some of the conversations that organise this volume, and this introductory chapter ends with a summary of the chapters that follow.

This chapter examines the role that strategic marketing plans play throughout the process of destination recovery post terrorist attack for the purpose of encouraging the return of tourists. It investigates the impact that strategic marketing plans have as a part of crisis management applying a mixed-method approach which utilises survey data examining future industry leaders to quantify perspectives regarding the relationship between terrorism, tourism and destination marketing. Furthermore, this chapter reviews destination marketing techniques employed by international locations to determine recovery strategies utilising marketing plans. Bali, Paris, Northern Ireland, New York, Sri Lanka, Syria, Tunisia and Turkey were selected as case studies because they have been the focus of significant research studies to date (Asia-Pacific Economic Cooperation (APEC): BBC News, 2019; Ferreira, Graciano, Leal, & Costa, 2019) which have primarily focused on the relationship between terrorism and tourism regarding the collapse of the tourism industry. A survey was issued to gain perspectives regarding the relationship between terrorism, tourism and destination marketing. Second, case study analysis was conducted to examine both successful and unsuccessful destination recovery strategies. Results indicate that destinations that utilised strategic marketing as a part of crisis management frameworks experienced the return of tourists and recovered. This research contributed to the development of an inclusive, universal crisis management framework encompassing strategic marketing plans as a tool for recovery.