Studies examining crisis management and strategic measures to overcome crises
| Authors (year) | Topic | Main findings |
|---|---|---|
| SARS or Ebola outbreak | ||
| Chien and Law (2003), Kim et al. (2005), Leung and Lam (2004), Lo et al. (2006), Novelli et al. (2018), Tew et al. (2008) | SARS outbreak
| |
| COVID-19 health crisis | ||
| Hao et al. (2020) | Exploratory review of overall impacts of COVID-19 pandemic on China’s tourism industry. Proposes COVID-19 management framework to address anti-pandemic phases, principles and strategies | |
| Lai and Wong (2020) | In the initial stage, priority strategies should be applied in all epidemic prevention, pricing and maintenance practices and in two governmental assistance and human resources practices. In the pandemic stage, all epidemic prevention practices remain priority, but two pricing practices are downgraded. Firms tended to force labour into unpaid vacations (furlough) and postpone office and system maintenance. Governmental assistance should be low priority | |
| Sigala (2020) | Describes types of measures hospitality firms are implementing: redesign of experiences, adoption of new standards and cleaning procedures, implementation of mobile apps (for check-in, room keys), in-room technologies, robots (to minimize personal contact) | |
| Garrido-Moreno et al. (2021) | Recovery measures were statistically examined to identify which ranked as most significant in helping hospitality managers. The final battery of items encompasses diverse strategic measures, such as for technology and collaboration among internal and external agents, organization and human resources, marketing, service provision, healthcare, and flexibility and cancellation management to offer safe, flexible services | |
| Herédia-Colaço and Rodrigues (2021) | Most firms analyzed had implemented extraordinary recovery measures to face the current situation. The most significant strategic measures included special health and safety protocols, and marketing initiatives such as long-term vouchers to increase sales | |
| Liu et al. (2021) | This case study (Macao, China) highlights local government and hospitality industry responses to a real-time crisis, and it examines Macao’s two orientations – intra- and post-coronavirus – which are shown to be instrumental in the city’s future tourism | |
| McCartney et al. (2021) | The paper showed consequences of recovery measures, an important reference to global cities looking to exit COVID-19 | |
| Using the case of Macao (China) during a real-time pandemic crisis, a conceptual framework was developed based on economic resilience and tourism recovery | ||
| Xue et al. (2021) | First, the authors explored the interactions of the affective events from the cross-level perspectives, i.e. both team level and individual level. Second, the authors conducted this research on the mental health of frontline hospitality staff in the context of the COVID-19 pandemic | |
| Waller and Abbasian (2022) | Results determined that crises broadly economically impacted destinations in similar ways because of the loss of travellers and thus revenue. However, with a more intricate and specific assessment, destinations are impacted differently; thus, crisis management techniques must alter. Findings show many crisis management techniques can be implemented to reduce crises’ economic impacts. The literature review and empirical results allude to many previous and current crisis management techniques, although these must be relevant and specific to the crisis, hotel and/or destination | |
| Authors (year) | Topic | Main findings |
|---|---|---|
| SARS or Ebola outbreak | ||
| SARS outbreak To cope with the situation, firms had to develop contingency plans and introduce some measures to restore guest confidence Main measure: enforcing environmental hygiene and cleaning policies Market measures: intensify promotions and comunication actions towards the market, and to develop attractive packages and marketing campaigns in collaboration with other agents in the sector Staff measures: lay-offs and unpaid leave (to reduce costs), specific employee training, enhance internal communication to maintain employee morale Highlights the importance of proactively formulating strategies to facilitate rapid response to crisis Strategic measures developed: cost-cutting strategies, control of communications and media, flexible policies to stop cancellations, incentives and discounts, and joint marketing with other agents | ||
| COVID-19 health crisis | ||
| Exploratory review of overall impacts of COVID-19 pandemic on China’s tourism industry. Proposes COVID-19 management framework to address anti-pandemic phases, principles and strategies | ||
| In the initial stage, priority strategies should be applied in all epidemic prevention, pricing and maintenance practices and in two governmental assistance and human resources practices. In the pandemic stage, all epidemic prevention practices remain priority, but two pricing practices are downgraded. Firms tended to force labour into unpaid vacations (furlough) and postpone office and system maintenance. Governmental assistance should be low priority | ||
| Describes types of measures hospitality firms are implementing: redesign of experiences, adoption of new standards and cleaning procedures, implementation of mobile apps (for check-in, room keys), in-room technologies, robots (to minimize personal contact) | ||
| Recovery measures were statistically examined to identify which ranked as most significant in helping hospitality managers. The final battery of items encompasses diverse strategic measures, such as for technology and collaboration among internal and external agents, organization and human resources, marketing, service provision, healthcare, and flexibility and cancellation management to offer safe, flexible services | ||
| Most firms analyzed had implemented extraordinary recovery measures to face the current situation. The most significant strategic measures included special health and safety protocols, and marketing initiatives such as long-term vouchers to increase sales | ||
| This case study (Macao, China) highlights local government and hospitality industry responses to a real-time crisis, and it examines Macao’s two orientations – intra- and post-coronavirus – which are shown to be instrumental in the city’s future tourism | ||
| The paper showed consequences of recovery measures, an important reference to global cities looking to exit COVID-19 | ||
| Using the case of Macao (China) during a real-time pandemic crisis, a conceptual framework was developed based on economic resilience and tourism recovery | ||
| First, the authors explored the interactions of the affective events from the cross-level perspectives, i.e. both team level and individual level. Second, the authors conducted this research on the mental health of frontline hospitality staff in the context of the COVID-19 pandemic | ||
| Results determined that crises broadly economically impacted destinations in similar ways because of the loss of travellers and thus revenue. However, with a more intricate and specific assessment, destinations are impacted differently; thus, crisis management techniques must alter. Findings show many crisis management techniques can be implemented to reduce crises’ economic impacts. The literature review and empirical results allude to many previous and current crisis management techniques, although these must be relevant and specific to the crisis, hotel and/or destination | ||
Source(s): Adapted from Garrido-Moreno et al. (2021) and Polo-Peña et al. (2023)
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