Operationalization of constructs
| Variables | Items used in the questionnaire (Brown et al., 2019) |
|---|---|
| Economic capital (EC) | We maintain financial reserves |
| We constantly seek new profit stream opportunities | |
| We have a diversified customer base | |
| We undertake marketing actions to diversify or strengthen the customer base | |
| Our budget includes crisis management costs | |
| We have comprehensive insurance coverage for multiple threats | |
| Social capital (SC) | Hotel leaders take thoughtful actions to resolve problems (e.g. using government support) |
| We creatively utilize available knowledge | |
| Hotel employees are engaged in problem-solving | |
| We work on building relationships with other organizations that may be needed in a crisis | |
| We listen to or read the news at least twice a week | |
| Hotel management values employees' ideas and input | |
| We apply a team-based approach to planning | |
| Human capital (HC) | We pay attention to employee wellbeing |
| We participate in programs and training on risk reduction, mitigation planning, emergency services, response planning, business continuity and robust communication | |
| We train our staff and ensure their competencies are aligned with crisis and post-crisis operations | |
| We possess the adaptive skills and capacities to implement changes during and after a crisis | |
| We actively monitor the industry to receive early warnings of emerging issues | |
| We implement manual procedures for critical (crisis-related) systems | |
| Guests receive information on life-saving procedures | |
| We provide care for guests during a crisis | |
| We have experience in crisis response actions | |
| If key personnel are unavailable, others are always ready to assume their roles | |
| The hotel is compliant with health and safety standards | |
| Crisis systems are in place that allow us to return to operations quickly (after a crisis event) | |
| Backups and/or printed copies of all critical organizational data necessary for action are made | |
| Physical capital (PhC) | The hotel has the technical equipment and resources for rapid crisis response |
| Emergency supplies of water and food are available in the hotel | |
| We have the capability to generate backup power | |
| Natural capital (NC) | Our operations consider the impact on the local natural environment |
| We participate in recycling programs | |
| The hotel's location and grounds allow for safe social distancing | |
| Cultural capital (CC) | Hotel employees come from the local community |
| We identify with local culture, customs and values | |
| We possess knowledge about local traditions and customs | |
| We actively participate in local events | |
| We adopt the attitudes, competencies and orientations of local groups |
| Variables | Items used in the questionnaire ( |
|---|---|
| Economic capital (EC) | We maintain financial reserves |
| We constantly seek new profit stream opportunities | |
| We have a diversified customer base | |
| We undertake marketing actions to diversify or strengthen the customer base | |
| Our budget includes crisis management costs | |
| We have comprehensive insurance coverage for multiple threats | |
| Social capital (SC) | Hotel leaders take thoughtful actions to resolve problems (e.g. using government support) |
| We creatively utilize available knowledge | |
| Hotel employees are engaged in problem-solving | |
| We work on building relationships with other organizations that may be needed in a crisis | |
| We listen to or read the news at least twice a week | |
| Hotel management values employees' ideas and input | |
| We apply a team-based approach to planning | |
| Human capital (HC) | We pay attention to employee wellbeing |
| We participate in programs and training on risk reduction, mitigation planning, emergency services, response planning, business continuity and robust communication | |
| We train our staff and ensure their competencies are aligned with crisis and post-crisis operations | |
| We possess the adaptive skills and capacities to implement changes during and after a crisis | |
| We actively monitor the industry to receive early warnings of emerging issues | |
| We implement manual procedures for critical (crisis-related) systems | |
| Guests receive information on life-saving procedures | |
| We provide care for guests during a crisis | |
| We have experience in crisis response actions | |
| If key personnel are unavailable, others are always ready to assume their roles | |
| The hotel is compliant with health and safety standards | |
| Crisis systems are in place that allow us to return to operations quickly (after a crisis event) | |
| Backups and/or printed copies of all critical organizational data necessary for action are made | |
| Physical capital (PhC) | The hotel has the technical equipment and resources for rapid crisis response |
| Emergency supplies of water and food are available in the hotel | |
| We have the capability to generate backup power | |
| Natural capital (NC) | Our operations consider the impact on the local natural environment |
| We participate in recycling programs | |
| The hotel's location and grounds allow for safe social distancing | |
| Cultural capital (CC) | Hotel employees come from the local community |
| We identify with local culture, customs and values | |
| We possess knowledge about local traditions and customs | |
| We actively participate in local events | |
| We adopt the attitudes, competencies and orientations of local groups |
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