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Organizational resource and resilience in tourism
Abstract
Organizational resilience is defined as a firm’s capacity to survive, adapt, and grow in the face of disasters and crises. Tourism firms often show different resilience outcomes due to heterogeneous resources they have. From a resource-based view, tourism firms can enhance their level of capabilities by utilizing slack resources, like a cushion of unused resources. In this paper, we empirically address the question of what types of organizational resources enhance resilience outcomes in the tourism industry. We defined four types of organizational resources such as physical, operational, customer relational, and intangible. For empirical analysis, we selected the airline industry and obtained a comprehensive dataset of 113 airplane accidents involving 32 airlines across 20 countries between 1991 and 2020. We found that resilience outcomes were driven positively by physical, operational, and intangible resources, but negatively by customer relational. Our finding implies that both deployable and absorbed resources enable firms to quickly respond to unexpected crises, and operational resources outperform customer relational resources in the face of crises. We hope that our paper can open up a new research stream in the area of resource-based organizational resilience. You can check the details from our paper.
... As noted in recent studies (Hall et al., 2023;Raetze et al., 2022;Prayag et al., 2023), the type of disruptive event itself and the challenges for organisations should be disentangled from the crisis management and resilience strategies they deploy. In this way, a better understanding of how disasters and pandemics can lead to different resource utilisation for response and recovery strategies can emerge in the tourism literature (Jang et al., 2022;Jiang et al., 2022;Prayag et al., 2023). Given the paucity of studies that propose resilience models derived from empirical evidence (see , we examine the interplay of three factors (business challenges, crisis and resilience strategies) in explaining the metamorphosis that tour operation businesses have undergone following the COVID-19 pandemic. ...
This study proposes the Challenge Metamorphosis Model (CMM) to understand the resilience and recovery of tour operators following the COVID-19 pandemic. CMM builds on challenges, crisis management, and resilience strategies to understand how businesses evolve or undergo a metamorphosis following disruptive external events. Twenty-five semi-structured interviews were carried out among Indian tour operators to understand the challenges they faced during the COVID-19 pandemic, their responses, and views on recovery and resilience. Data were analysed using thematic analysis followed by network analysis that applies Spradley’s semantic relationships to explore the latent relationships among three key concepts: challenges, recovery strategies, and resilience. Results revealed that tour operators employed a multiplicity of interrelated crisis and recovery strategies to deal with COVID-19 challenges, prompting a business metamorphosis in some cases. The findings have theoretical implications for crisis management and managerial strategies through the proposed CMM to strengthen the response and resilience of tour operators.
... Thus, the spatial heterogeneity of tourism recovery must be considered 35 . Scholars have argued that location quotients 36 , the share of an industry in the local total divided by the share of the industry in the national total, can better account for the speed of tourism recovery from that region's crisis 37 . ...
This study, leveraging search engine data, investigates the dynamics of China's domestic tourism markets in response to the August 2022 epidemic outbreak in Xinjiang. It focuses on understanding the reaction mechanisms of tourist-origin markets during destination crises in the post-pandemic phase. Notably, the research identifies a continuous rise in the potential tourism demand from tourist origin cities, despite the challenges posed by the epidemic. Further analysis uncovers a regional disparity in the growth of tourism demand, primarily influenced by the economic stratification of origin markets. Additionally, the study examines key tourism attractions such as Duku Road, highlighting its resilient competitive system, which consists of distinctive tourism experiences, economically robust tourist origins, diverse tourist markets, and spatial pattern stability driven by economic factors in source cities, illustrating an adaptive response to external challenges such as crises. The findings provide new insights into the dynamics of tourism demand, offering a foundation for developing strategies to bolster destination resilience and competitiveness in times of health crises.
... Therefore, it can be assumed that the economic policies of businesses in the crisis period are related to organizational resilience. Jang et al. (2022) discussed specific organizational resources that contribute to ensuring organizational resilience in their study of airlines, which are vulnerable to crises. According to the researchers, these resources are categorized as physical, operational, customer-relational, and intangible resources. ...
The main subject of the research is the relationship between organizational resilience and crisis management. Organizational resilience, which is handled with its planned and adaptive dimensions, is referred to as the capacity that enables organizations to survive in harsh environmental conditions and to manage the crises encountered, is often on the agenda with crisis management. On the other hand, crisis management, which covers the processes before, during and after the crisis and is the subject of many researches in the literature, also underlines the organizational resilience in these processes. It is aimed that this research will contribute to the literature, since the studies examining the relationship between these two related concepts are few in quantity. The small number of studies examining the subject on hospitality businesses makes this research unique. The universe of the research consists of top and middle level managers in 5-star hospitality businesses located in Ankara. Quantitative research method was used as the data collection method in the study, in which a sample of 193 managers was reached, and data were collected with these managers in 27 hospitality businesses through a semi-structured questionnaire. In line with the findings, it was determined that there is a relationship between the concepts and that organizational resilience has an effect on pre-and post-crisis periods on the other hand, crisis period has an impact on adaptive resilience. Discussion-Based on the results of the research, it has been deduced from the literature that organizational resilience is a higher-frame concept than crisis management at the same time, the concepts are intertwined and complementary in management process and that organizational resilience, in practice, must have certain requirements, especially experience in managing crises, and organizations that want to operate in the long term should not ignore resilience.
... Nowadays, the external environment is characterized by variability, uncertainty, complexity, and ambiguity (Lawson et al., 2022). Under such normal circumstances, whether new ventures can form entrepreneurial resilience at the organizational level in the impact of adverse events becomes the key to sustainable development (Jang et al., 2022). The concept of resilience originated from physics and was later introduced into ecology, engineering, psychology, and management (Kunz and Sonnenholzner, 2022). ...
The purpose of this research is to investigate the association of the heterogeneity of entrepreneurial team with organizational Resilience. In an uncertain environment, whether new ventures can form entrepreneurial resilience at the organizational level in adverse events becomes the key to sustainable development. Based on the theory of heterogeneous advantage and identity characteristics, this manuscript constructed a research framework of “Structure-Behavior-Result” and described the mechanism and boundary conditions of the heterogeneity of entrepreneurial team affecting organizational resilience in detail. The role of Confucian traditional culture as a moderator has also been analyzed. Data has been obtained from 390 entrepreneurs in China. All hypotheses were tested using moderated mediation model. It has been found that the heterogeneity of entrepreneurial team has positive effect on organizational resilience. It has also been discovered that cross-boundary search behavior acted as a partial mediator between the heterogeneity of entrepreneurial team and organizational resilience. The Confucian traditional culture strengthens the relationship between them. The results are helpful in understanding the internal mechanism of the heterogeneity of entrepreneurial team affecting organizational resilience. Theoretical and practical implications have been highlighted and future research suggestions have been provided.
... Organizational resilience has been extensively studied in a range of disciplines, including tourism and hospitality contexts (e.g., Hall et al., 2018). In the tourism context, research has mainly focused on different forms of organizational resilience (Jang et al., 2021), but the dominant approach has been to study tourism organizational resilience to external events such as natural disasters (e.g., Prayag et al., 2020). The COVID-19 pandemic has encouraged many researchers to explore the industry's coping mechanisms from different perspectives (e.g., Pathak and Joshi, 2021;Schwaiger et al., 2022) and in different tourism sectors (e.g., Do et al., 2021). ...
Adaptation and recovery are essential for businesses to survive crises and disasters. Drawing on the concepts of business resilience and hospitality service delivery practices, this study explored strategies employed by owners of Vietnamese homestay businesses for adapting to and recovering from the COVID-19 pandemic. Semi-structured interviews with 17 purposefully selected homestay owners were conducted during the pandemic. The thematic analysis of the data revealed three major strategies: adapting operational protocols, modifying products and service offerings, and reinstating the authenticity of the homestay experience. A conceptual model illustrating the transformations in homestay businesses was developed from the findings. As the study particularly revealed that the selected Vietnamese homestay businesses showed a strong capacity for adaptation, we discuss several factors influencing the implementation of adaptation and recovery strategies. This study contributes to the understanding of how micro, small, and medium-sized enterprises can adapt to external shocks and new externalities, and provides practical implications for homestay owners and stakeholders in relation to their post-pandemic business recovery.
Traskevich, A., & Fontanari, M. (2025). Resilience agility in tourism and hospitality: Empirical research using 3D modelling. International Journal of Hospitality Management, 126, 104013. https://doi.org/10.1016/j.ijhm.2024.104013
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Supply chain disruptions and a lack of resilient supply chains have adverse impact on the global economy. Particularly, complex nature of the tourism and hospitality industry makes it even more susceptible to failure when supply chain resiliency is rather low or does not exist. However, despite its significance, a comprehensive and systematic examination of building resilience in tourism and hospitality supply chains (THSCs) is lacking in the extant literature. The purpose of this study is to develop a comprehensive framework that outlines the driving and restraining forces for building resilient THSCs. The decision framework proposed in this study integrates rough interval valued neutrosophic (RIVN) force field theory of change with RIVN-ISM-MICMAC methodology. The results showed that the restraining forces, such as lack of effective regulations and incentives and effective organizational and supply chain policies are the primary factors that constrain improving resilience in THSCs. Theoretical and practical implications are discussed.
Les destinations touristiques ont connu des impacts majeurs à l’issue de la crise sanitaire de la COVID-19 en 2020. En conséquence, la chaîne de valeur de l’industrie touristique et de chaque destination a été ardemment impactée par les conséquences de la pandémie. De manière semblable, les entreprises touristiques ont subi d’innombrables effets au niveau de leur offre, leur business plan et leurs modes de gestion. Ce qui va engendrer une refonte de l’expérience qu’elles veulent offrir à leurs clients. Le but de cette recherche est d’aider les entreprises et les destinations à se poser les bonnes questions sur les différents types d’impacts engendrés par chaque dimension de l’expérience touristique. Ces acteurs sont incités à faire preuve d’innovation, d’ouverture au changement, d’agilité pour s’adapter aux nouvelles circonstances, mais surtout d’action, d’expérience, de satisfaction des visiteurs et de fidélisation qu’elles doivent susciter en mettant la réflexion au cœur des nouvelles dimensions de l’expérience touristique.
Small and medium-sized businesses were affected by the COVID-19 pandemic and suffered losses in Iran as well as across the globe. An organization's capacity for endurance and tolerance during a crisis is characterized as organizational resilience (OR). In this study, the organizational resilience of restaurants in Iran is evaluated via the lens of OR-related dimensions measured by a survey adapted from HealthCheck, a free self-assessment tool provided by the Department of Home Affairs of Australia's Organizational Resilience website. Due to the limitations of time and resources to develop a proper scale, the study confined itself to interpreting the descriptive statistical data about the following OR dimensions: decision-making, network and social capital, situational awareness and employee engagement. Analysis indicates a lack of awareness of crisis management and basic management components, and an overall lack of knowledge among managers and employees in terms of risk and crisis management, which is assumed to be a reason for minimal premonition at the onset and during the COVID-19 pandemic. Respondents (restaurant managers/owners) of the survey placed emphasis on the clear hierarchy and efficient decision-making within the organizations as vital parameters. İran Restoran Sektörü ve Covid-19 Pandemisi Bağlamında Örgütsel Dayanıklılık üzerine Bir Tartışma Özet İşletmelerin kriz sırasındaki dayanıklılık ve tahammül kapasitesi, örgütsel dayanıklılık (ÖD) olarak nitelendirilir. Bu çalışmada, İran'daki restoranların Covid-19 pandemisi sırasındaki örgütsel dayanıklılığı, Avustralya İçişleri Bakanlığı'nın ÖD web sitesinin sağladığı bir öz-değerlendirme aracı olan HealthCheck'ten uyarlanan bir anket aracılığıyla değerlendirilmektedir. Kaynak ve örneklem sınırlamaları nedeniyle çalışmada, şu ÖD boyutlarına ilişkin betimleyici istatistiksel veriler yorumlanmıştır: karar verme, ağ ve sosyal sermaye, durumsal farkındalık ve çalışan katılımı. Analiz, kriz yönetimi ve ilgili yönetim gereksinimleri konusunda farkındalık ve yöneticiler ile çalışanlar arasında risk ve kriz yönetimi açısından genel bilgi eksikliğine işaret etmişir; bu durumun, pandemi başlangıcında ve sırasında minimum düzeyde önsezinin görülmesinin bir nedeni olduğu düşünülmektedir. Katılanlar (restoran yöneticileri /sahipleri), önemli parametreler olarak kuruluşlar içinde etkin karar verme ilgili olarak hiyerarşinin açık olmasına vurgu yapmıştır.
Although the relationship between institutional pressures and corporate social responsibility (CSR) has been well studied, its underlying mechanisms and boundary conditions are not well understood. To remedy these gaps, we draw on institutional theory and the literature on organisational sensemaking, stakeholder salience and the resource-based view of the firm. We test our conceptual model using survey data from 442 managers of hospitality and tourism enterprises based in Egypt and the United Kingdom. SEM-based results show that both stakeholder issue salience and discretionary slack mediate the link between institutional pressures and external CSR. National culture moderates the effects of institutional pressures on both stakeholder issue salience and external CSR. Multi-group analyses reveal noticeable differences between Egyptian and British managers regarding their interpretations of CSR issues and the institutional environment. This study contributes to the emerging micro-institutional stream and cross-cultural CSR research, providing important insights for managers, policymakers and researchers.
Accurately quantifying industry resilience is essential to devising effective recovery strategies. Previous research into industry resilience has either quantified the concept with single metrics aggregated across large geographies (e.g., visitation) or used metrics comparing the relative concentration of an industry within a region to the national average (e.g., location quotients). The former set of metrics prohibits spatially targeted recovery efforts while the latter fails during national crises. We propose the measurement of tourism and outdoor recreation industry resilience to COVID-19 based on growth rates in employment, wages, establishments—publicly accessible time-series data on all counties in the United States. We use these indicators to characterize the spatio-temporal patterns of industry resilience across the country. The indicators can serve as a useful reference for diagnosing and monitoring industry resilience as well as developing targeted policies, programs, and promotion efforts that facilitate more localized response efforts.
The importance of resilience for tourism organizations facing crises and disasters is indisputable. Yet little is known about how these organizations become resilient. This paper proposes that dynamic capabilities provide a mechanism that enables tourism organizations to respond to disruptive environmental changes through a process of routine transformation, resource allocation, and utilization. The resulting theoretical framework takes a processual view to show how an organization's existing operational routines transform into new ones that are resilient to disruptive events, enabled by dynamic capabilities and slack resources. The paper outlines six research propositions and suggests methods for future empirical research.
The resilience of tourism organizations is an important issue for destinations. While studies examine the social capital of firms, researchers have yet to understand the relationship between social capital (structural, relational and cognitive) and organizational resilience as predictors of business performance. This study evaluates these relationships at the interfirm level among tourism organizations in the postdisaster context of Christchurch, New Zealand, where business performance for some tourism operations was severely impacted. Surveys of tourism organizations reveal that structural capital has a positive relationship with both cognitive and relational capital. Only relational capital has an influence on adaptive resilience. Adaptive resilience has a significant influence on business performance. By showing which elements of social capital contribute to adaptive resilience, these findings can be used by tourism organizations in their recovery phase to direct investments in building resilience and strengthening interfirm relationships.
In a U.S. sample of nonprofit professional theaters, we examine how slack resources interact with environmental threat appraisal to influence product exploration and exploitation. We find systematic variation depending on the extent to which a resource is rare and absorbed in operations, and the extent of perceived environmental threats. Absorbed, generic resources are associated with increased exploitation and decreased exploration. Unabsorbed resources, both generic and rare, result in higher exploration and lower exploitation, but only when perceived environmental threat is high. Overall,results reveal pragmatic decision making balancing the benefits of superior strategic position against the risks of jeopardizing viability.
This article reviews 142 papers published between 1960 and 2018 on tourism risk, crisis and disaster management. The article (1) takes a thematic approach to synthesise past research focus and identifies gaps, (2) examines research methodologies employed, and (3) suggests future research and methodological approaches to help progress the field. The article also launches the Annals of Tourism Research Curated Collection on tourism risk, crisis and disaster management, which contains past and hot off the press work on the topic and will continue to grow as new articles on the topic appear in Annals.
A comprehensive systems approach is essential for effective decision making with regard to global sustainability, since industrial, social, and ecological systems are closely linked. Despite efforts to reduce unsustainability, global resource consumption continues to grow. There is an urgent need for a better understanding of the dynamic, adaptive behavior of complex systems and their resilience in the face of disruptions, recognizing that steady-state sustainability models are simplistic. However, assessing the broad impacts of policy and technology choices is a formidable challenge, as exemplified in life-cycle analysis of the implications of alternative energy and mobility technologies. A number of research groups are using dynamic modeling techniques, including biocomplexity, system dynamics, and thermodynamic analysis, to investigate the impacts on ecological and human systems of major shifts such as climate change and the associated policy and technology responses. These techniques can yield at least a partial understanding of dynamic system behavior, enabling a more integrated approach to systems analysis, beneficial intervention, and improvement of resilience. Recommendations are provided for continued research to achieve progress in the dynamic modeling and sustainable management of complex systems.
Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy this issue by measuring two ways in which organizational resilience manifests through organizational outcomes in a generalized environmental disturbance—namely, severity of loss, which captures the stability dimension of resilience, and time to recovery, which captures the flexibility dimension. By isolating these two variables, we can then theorize the types of social and environmental practices that contribute to resilience. Specifically, we argue that strategic social and environmental practices contribute more to organizational resilience than do tactical social and environmental practices. We test our theory by analyzing the responses of 963 U.S.-based firms to the global financial crisis and find evidence that support our hypotheses.
Crisis planning is an important strategy in turbulent times, and particularly important for industries such as tourism which may be prone to a range of external and internal risks, crises and disasters. Despite the importance of the accommodation industry to tourism, a lack of research has explored accommodation crisis management. Most of the studies in this industry are concerned with crisis response or recovery rather than proactive crisis planning and follow a descriptive case study research design. A quantitative survey approach was used in this study to evaluate the current level of crisis planning and crisis preparedness within the Australian accommodation industry. This study also examined the relationship between organisational factors (type, size and age), crisis planning and crisis preparedness. In the sample of 386 managers surveyed, three quarters of respondents indicated that their organisations had undertaken crisis planning activities in the past 6 months. This study found strong support for the hypotheses that organisational type and organisation size had an impact on the implementation of crisis planning and the perceived level of crisis preparedness. It also found support for the hypothesis that increasing organisational age was associated with increasing crisis planning implementation; however, increasing age was not associated with increasing crisis preparedness. Data on these relationships were useful in determining which factors influence accommodation crisis planning and offered suggestions for accommodation operators interested in increasing their crisis preparedness.
In recent years, analysts have focussed on building a range of strategic responses to enhance the ability of communities and businesses to manage and recover from natural disasters. The experience from each new crisis adds further to the process of hazard management. The results in tourism research have expanded the community's collective capacity to respond to such circumstances, but little consideration has been given to how small firms, which are the mainstay of the industry, actually deal with the impacts of a regional catastrophe.The 2003 bushfires in northeast Victoria (Australia) devastated over 1.1 million hectares, destroying the livelihood of some operators and leaving more than one thousand small tourism firms without a revenue base. This paper examines how they prepared for, and recovered from, the event. Perhaps not surprisingly, it exposes their vulnerability and lack of preparedness for dealing with a hazard of this magnitude. On the other hand, it demonstrates the resilience of real-world operators and their reliance on accumulated experience to manage their own recovery. There are lessons here that may well apply in similar circumstances. For example, the paper notes the inadequacy of insurance as a risk management strategy, but emphasizes the value of collective approaches to marketing to rebuild the confidence of future visitors.
According to various writers, organizational slack serves to reduce goal conflict, to reduce information processing needs, to promote political behavior, or to facilitate certain strategic behaviors. The salient feature is that the slack construct is usually discussed without a concurrent attempt at empirical measurement. In this article I propose several operational measures, and develop one that allows the use of secondary (financial) data.
A comprehensive systems approach is essential for effective decision making with regard to global sustainability, since industrial, social, and ecological systems are closely linked. Despite efforts to reduce unsustainability, global resource consumption continues to grow. There is an urgent need for a better understanding of the dynamic, adaptive behavior of complex systems and their resilience in the face of disruptions, recognizing that steady-state sustainability models are simplistic. However, assessing the broad impacts of policy and technology choices is a formidable challenge, as exemplified in life-cycle analysis of the implications of alternative energy and mobility technologies. A number of research groups are using dynamic modeling techniques, including biocomplexity, system dynamics, and thermodynamic analysis, to investigate the impacts on ecological and human systems of major shifts such as climate change and the associated policy and technology responses. These techniques can yield at least a partial understanding of dynamic system behavior, enabling a more integrated approach to systems analysis, beneficial intervention, and improvement of resilience. Recommendations are provided for continued research to achieve progress in the dynamic modeling and sustainable management of complex systems.