Available via license: CC BY 4.0
Content may be subject to copyright.
Open Journal of Business and Management, 2023, 11, 920-944
https://www.scirp.org/journal/ojbm
ISSN Online: 2329-3292
ISSN Print: 2329-3284
DOI:
10.4236/ojbm.2023.113050 May 16, 2023 920
Open Journal of Business and Management
Post-Pandemic Risks and Its Influence on
Enterprise Resiliency
Celeste R. Lucero
Institute of Business Management, Marikina Polytechnic College, Marikina, Philippines
Abstract
This study aims to investigate the post-
pandemic risks on People, Processes,
Profits, and Partnerships,
and their impact on enterprise resiliency. The study
chose the hospitality and leisure enterprise as respondents and 146 establish-
m
ents in Marikina City participated and completed a survey questionnaire.
Multiple regression analysis was used to determine the influence of post-pan-
demic
risks on enterprise resiliency. Collectively, People, Processes, Profits,
and Partnerships risks significantly predicted enterprise resiliency. However,
when individual predictors were examined, Partnerships risk was found t
o be
the least influential. The findings suggest that hospitality and leisure enter-
prise must prioritize their efforts to minimize People, Processes, and Profits
Risks to strengthen their resilience and adapt to post-
pandemic challenges.
On the other hand, although Partnership risks did not significantly influence
,
which
does not mean that partnerships are unimportant, it also needs to be
supported by effective risk management strategies related to People, Processes,
and Profits. By doing so, this sector ca
n emerge stronger and better prepared
for any future crises. In addition to providing valuable insights into the
post-pandemic risks and their impact on enterprise resiliency, the find
ings
highlight the need for continued efforts to understand and mitigate
the risks.
Despite the optimistic scenario, the hospitality and leisure enterprise must
remain cautious and prepare for potential future crises. Effective risk man-
agement strategies must continue to be developed and implemented to pro-
mote long-term resilience in the industry. The study’
s insights can be used as
a guide for hospitality and leisure enterprises to make informed decisions in
their risk management planning.
Keywords
Hospitality and Leisure Enterprise, Post-Pandemic Risks, Enterprise
Resiliency, Crises Management
How to cite this paper:
Celeste R. Lucero
(20
23). Post-Pandemic Risks and Its Influ-
ence on Enterprise Resiliency.
Open Journal
of Business and Management
, 11,
920-944.
https://doi.org/10.4236/ojbm.2023.113050
Received:
March 14, 2023
Accepted:
May 13, 2023
Published:
May 16, 2023
Copyright © 20
23 by author(s) and
Scientific
Research Publishing Inc.
This work is licensed under the Creative
Commons Attribution
International
License (CC BY
4.0).
http://creativecommons.org/licenses/by/4.0/
Open Access
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 921
Open Journal of Business and Management
1. Introduction
The bustling streets, reopened malls and movie theaters, busy airlines, and re-
surgence of travel and tourism, along with the return of pre-pandemic levels of
traffic, indicate a collective belief that the pandemic is over, as people eagerly
resume their normal activities.
The president issued EO (Executive Order) No. 3 on Monday, September 12,
2022, altering the mandate on face masks in response to a suggestion by the In-
ter-Agency Task Force (IATF) on the Management of Emerging Infectious Diseases
(Aning, 2022). Despite resistance from several medical associations and health pro-
fessionals, wearing a face mask outdoors and in well-ventilated, uncrowded settings
is now optional. However, the same EO requires that face masks continue to be
worn in indoor private or public establishments, including public transportation
by land, air, or sea, and in outdoor situations where physical separation cannot
be maintained (Galvez, 2022).
Other doctors have expressed their support for this move by the president. In
an interview during Tuesday’s Laging Handa briefing, Dr. Edsel Salvana stated
that easing Covid-19 limits is the way to go as the government examines new
everyday scenarios, in which the Philippines deal with the pandemic as the world
enters an endemic phase. When health procedures are eased, there will always be
a chance of additional Covid-19 instances. Consequently, Salvana said that an-
ti-coronavirus vaccines would play an essential role in the new face mask legisla-
tion (Lalu, 2022).
The Director-General of the WHO (World Health Organization), Tedros Ad-
hanom Ghebreyesus, stated in a report by Mishra (2022) that the world has nev-
er been in a better position to terminate the Covid-19 epidemic. The WHO chief
gave the most hopeful assessment to date on the embattled pandemic that has
killed over six million individuals. During the same virtual conference, Maria
Van Kerkhove, a senior WHO epidemiologist, said that future waves of infec-
tions caused by other subvariants of Omicron or even distinct variants of con-
cern are anticipated, maybe at different times around the world. While Tedros’
recent proclamations have been optimistic, in a separate interview (Farge & Roy,
2022), he cautioned against assuming that Omicron would be the last strain and
that we are in the finale. Moreover, he argues that global conditions favor the
emergence of other variations.
The Covid-19 virus took everyone off guard. According to Liu et al. (2020),
four months after its initial appearance in China, Covid-19 had already become a
global threat and was rapidly disseminated to other countries. The World Health
Organization (WHO) officially recognized it as a pandemic on March 11, 2020,
placing it in the company of previously identified pandemics.
The hospitality and tourism industry in the Philippines had a banner year in 2018,
contributing approximately 12.7 percent to the overall economy (Mapa, 2019). The
year 2019 was promising, with more than six million international tourists arriving
in only the first three months. However, the pandemic hit the nation’s tourism,
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 922
Open Journal of Business and Management
hotel, and leisure industries hard, with many businesses facing closure. Fortu-
nately, as restrictions linked to Covid-19 are becoming less and less rigid, the
industry is beginning to recover. The number of visitors visiting the Philippines
in the first quarter of 2022 has surpassed 200,000, albeit still lower than the fig-
ures in 2019. It is a promising sign of recovery.
In retrospect, despite our post-covid optimism, we must not forget the im-
mense damage that the Covid-19 pandemic has caused to our economy and the
economies of other countries. Rapid impact evaluations of MSMEs in many na-
tions have revealed the severity of the crisis (Lim et al., 2020; ILO, 2020; Dai et
al., 2021). These studies have highlighted that the pandemic has significantly and
negatively impacted the global economy, particularly the MSME sector. The
Hospitality and Leisure Enterprise, a niche sector of MSMEs, has been a brutal hit,
with Campbell (2020) noting that while all sectors of the global economy have
been affected, the hotel and leisure sectors, as well as retail and travel, have been
particularly severely impacted. Arnaldo (2020) also pointed out that most tour-
ism and tourist-related businesses are MSMEs. As such, it has become impera-
tive that governments worldwide take decisive action to support this vital sector.
Gautam (2021) noted in his study that further research on the Covid-19 pan-
demic would be essential to ensure that the literature accurately captures its his-
tory and provides effective mitigation strategies. To this end, there is an urgent
need for current studies on the Covid-19 pandemic to understand its impact
better and develop appropriate policies and interventions.
Among the numerous MSME sectors, the researcher chose Hospitality and
Leisure because industry experts believe they are the most affected and hit by the
recent pandemic crisis (Campbell, 2020; Tsai, 2021).
Learning the full extent of the pandemic issue is essential, and so is under-
standing what can be done to mitigate its effects and ensure the long-term resi-
lience and sustainability of the hospitality and leisure industries. Research is
needed to explore strategies for recovery and identify the areas of resiliency and
sustainability that can be leveraged to ensure the industries’ long-term success.
Furthermore, it is crucial to understand how the hospitality and leisure enter-
prise can be supported to become more resilient in the face of post-pandemic
risks to ensure their continued survivability and sustainability.
Undeniably, the pandemic crisis scenario is now more optimistic, which is
good for our economy. Nevertheless, further discussion and research are critical
to gain new insights and develop more effective strategies for future pandemic
crises. The current pandemic crisis has demonstrated a remarkable level of adap-
tive resilience, according to Erkuş and Terhorst (2023). Consequently, the hospi-
tality and leisure enterprise sectors have shown improved collaboration with the
essential players to enable their successful transformation in the post-pandemic
world. This study seeks to identify the key risks and underlying factors influencing
the resiliency of these sectors following the pandemic. By examining post-pandemic
risks, much of the research of Burhan et al. (2021), the researcher will explore
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 923
Open Journal of Business and Management
how the pandemic has impacted the hospitality and leisure sectors and what
strategies can be implemented to ensure their continued resilience in the face of
future pandemics.
2. Literature Review and Hypotheses Development
Ongoing research is crucial for the hospitality and leisure enterprise as the Co-
vid-19 pandemic has greatly impacted this industry (Gautam, 2021). Research is
needed to anticipate potential risks and develop strategies to mitigate them due
to continued uncertainty caused by new Covid-19 variants and other potential
risks. Changing consumer behavior needs to be studied to understand custom-
ers’ needs and adapt offerings accordingly. Financial stability is also important as
the pandemic has hit the sector hard. Research can identify strategies for en-
hancing enterprise resiliency to ensure long-term financial stability (Burhan et
al., 2021). Additionally, the social and economic impacts of the pandemic need
to be minimized, and research can identify ways to maximize the sector’s posi-
tive impacts on local economies. Overall, ongoing research can help businesses
adapt to the changing landscape and remain competitive while contributing to
broader social and economic well-being (Abbas et al., 2021).
2.1. Post-Pandemic Risks
MacLeod et al. (2022) highlighted that active commuting, such as walking or
cycling, can lead to better health outcomes with higher physical activity levels
and lower stress compared to using cars or public transportation. However, bar-
riers such as safety concerns and lack of infrastructure hinder the promotion of
sustainable transportation options. Hanafiah et al. (2021) identified that travel-
ers’ perceptions and intentions are influenced by factors such as trust in gov-
ernment and health authorities, safety measures, and destination attractiveness.
To promote safe and responsible travel in the post-pandemic era, policymakers
and businesses need to address travelers’ concerns about health and safety.
The pandemic has had significant economic and social impacts, as observed
by Debata et al. (2020), including business closures, job losses, and increased stress
and anxiety. Vinberg and Danielsson (2021) emphasized that the pandemic has
negatively affected micro-sized enterprise managers’ mental health, emphasizing
the need for targeted support for them. Babapour Chafi et al. (2021) identified
perceived challenges and opportunities of remote work, including maintaining
social connections, managing work-life balance, and promoting sustainable
work environments.
Baum et al. (2021) discussed the impact of COVID-19 on the hospitality
workforce, highlighting existing challenges such as low wages, job insecurity,
and lack of benefits. Giousmpasoglou et al. (2020) identified the challenges faced
by hospitality managers in managing cash flow, layoffs, and changing consumer
behaviors. Karsavuran (2021) emphasized the importance of government sup-
port to promote economic recovery in the tourism and hospitality industry.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 924
Open Journal of Business and Management
Susanto et al. (2021) found that the Covid-19 pandemic had a negative impact
on travel intention, leading individuals to prioritize health and safety concerns
and domestic travel over international travel. Factors such as perceived risk, tra-
vel cost, destination attractiveness, and social influence were identified as signif-
icant influencers on travel intention. The study highlights the need for the tour-
ism and travel industry to adapt to changing consumer preferences and priori-
ties in the post-pandemic era.
Wang et al. (2021) discovered that contact exposure on public transit during
the pandemic was relatively low due to preventive measures such as mask usage.
They suggest a gradual and phased approach to easing social distancing meas-
ures while continuing to monitor their impact on mobility and public health.
Investment in sustainable and resilient transportation infrastructure is also em-
phasized for long-term economic recovery.
Yacoub and ElHajjar’s (2021) study found that hotels experienced significant
challenges due to the pandemic, such as decreased demand, financial losses, and
health and safety concerns. They propose various strategies such as implementing
health and safety protocols, reducing costs, adapting services, and enhancing digi-
tal marketing to cope with these challenges. Effective recovery strategies for hotels
in developing countries require support from the government and stakeholders,
as well as innovative approaches to overcome the challenges of the pandemic.
Fracarolli Nunes et al.’s (2021) article suggests strategies for maintaining sup-
plier relationships during a crisis, emphasizing the importance of maintaining a
strong relationship with key suppliers for the resilience of a company’s supply
chain during a crisis. Artificial supply chains resilience measures such as digita-
lization, supplier collaboration, and supply chain visibility are recommended to
enhance a company’s ability to respond to disruptions.
Caldera et al. (2022) identified various strategies and initiatives, such as
stakeholder engagement, digital procurement tools, and supply chain resilience,
that can help the sector to build back better. The study emphasizes the crucial
role of sustainable procurement practices in building a more resilient and sus-
tainable built environment sector in the post-Covid-19 era.
González-Torres et al. (2021) stressed the importance of collaboration and
communication among stakeholders in the tourism supply chain, including ho-
tels, tour operators, airlines, and government agencies. Effective communication
and collaboration can help ensure the safety of tourists and employees and mi-
nimize the economic impact of the pandemic on the industry.
Hao et al. (2020) proposed a post-pandemic agenda focused on building resi-
lience and sustainability in healthcare, economic, and social systems. This in-
cludes investing in healthcare infrastructure, improving disaster preparedness
and response, promoting economic recovery, and addressing social inequalities.
Shih (2020) explored the impact of the Covid-19 pandemic on global supply
chains and provides recommendations for businesses to build more resilient and
sustainable supply chains in the future. The study discusses the vulnerabilities of
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 925
Open Journal of Business and Management
global supply chains exposed by the pandemic and the potential long-term im-
pacts on global supply chains. Khan et al.’s (2022) study suggested that supply
chain analytics can help businesses better understand their supply chain opera-
tions, identify potential risks and opportunities, and make data-driven decisions.
Adopting triple-A supply chain strategies (agility, adaptability, and alignment)
can help businesses build more resilient and flexible supply chains that can adapt
to changing market conditions such as the Covid-19 pandemic.
Hemmington & Neill’s (2021) article delves into the challenges that the hos-
pitality industry faced during the pandemic, including decreased demand for
travel and tourism, health and safety concerns, and supply chain disruptions.
They emphasize the need for businesses to adapt to changing market conditions
and consumer behaviors by implementing health and safety protocols, offering
flexible booking policies, and pivoting to new business models. Piza et al. (2021)
found that Covid-19 significantly impacted firms in the Philippines, with many
experiencing a decline in revenue and employment, and access to finance was a
significant challenge for many. Hill et al. (2020) stressed the importance of col-
laboration and partnership between the public and private sectors in addressing
the pandemic’s impact, including implementing health and safety protocols,
providing financial assistance, and promoting economic recovery.
Campbell’s (2020) research discovered that hotels and resorts faced a decline
in occupancy rates, revenue, and profits. As a result, many had to close or reduce
operations, and the industry saw an increase in cancellations and a decrease in
future bookings. Duarte Alonso et al. (2020) noted the pandemic’s significant
impact on the hospitality industry, forcing many businesses to close or reduce op-
erations, leading to a significant loss of jobs. Governments implemented measures
such as wage subsidies and financial assistance programs, but job losses and busi-
ness closures persisted.
Zhu et al. (2020) argued that the pandemic exposed the fragility of global
supply chains, particularly in terms of over-reliance on single suppliers or coun-
tries and inadequate risk management strategies. Butt (2021) elaborated on five
strategies companies used to mitigate the pandemic’s impact on their supply
chains: diversification, localization, inventory management, demand forecasting,
and collaboration. Zanoletti et al. (2021) highlighted the need for sustainable
production and consumption practices and the importance of shifting toward a
circular economy model.
Shafi et al. (2020) identified access to finance, the ability to adapt to changing
market conditions, and the adoption of digital technologies as factors influen-
cing the resilience of MSMEs during the pandemic. González-Torres et al.
(2021) discussed various measures implemented by the hospitality industry to
address the pandemic, such as implementing health and safety protocols, offer-
ing flexible cancellation policies, and providing financial assistance.
Overall, Kristiana et al.’s (2021) article emphasized the importance of adapta-
tion and innovation in the tourism industry during the pandemic and the strate-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 926
Open Journal of Business and Management
gies implemented by stakeholders to mitigate its impact. The study by Guerriero
et al. (2020) highlighted the need to integrate health and sustainability consider-
ations into post-pandemic economic policies, while Karsavuran’s (2021) re-
search stressed the importance of government support in retaining employees
and promoting economic recovery in the tourism and hospitality industry.
Biå et al. (2020) proposed that international management system standards
can provide a valuable framework for developing an integrated plan to ensure
business continuity in the post-pandemic period. In contrast, Sonobe et al.
(2021) argue that MSMEs in Asia have been severely impacted by the pandemic,
with many experiencing significant declines in revenue and employment. The
authors note that the slow adoption of digital technologies by MSMEs in the re-
gion compared to their counterparts in developed countries has further exacer-
bated the pandemic’s impact on their businesses. In light of this, Hanson et al.
(2021) emphasize the important role that insurance providers and regulators can
play in promoting the availability and affordability of business continuity insur-
ance. Standardized coverage options and the promotion of risk mitigation strat-
egies could help reduce the likelihood and severity of future disasters, which
would be beneficial for both MSMEs and insurers alike.
The literature review highlights Covid-19’s impact on the hospitality and lei-
sure, tourism, and supply chains, leading to decreased demand, financial losses,
and safety concerns. Policymakers and businesses must address health and safety
concerns to promote safe travel. Strategies like implementing safety protocols,
reducing costs, and enhancing digital marketing can help cope with the challenges.
Government support and innovative approaches are essential for effective recov-
ery. Investment in sustainable transportation and Triple-A supply chain strategies
(agility, adaptability, and alignment) can build resilient and flexible supply chains
that adapt to changing market conditions.
In this research study, the researcher has drawn from the literature and identi-
fied post-pandemic risks that are categorized into four factors: People, Processes,
Profits, and Risks. These items will be utilized as a framework for analyzing the
risks associated with the post-pandemic risks scenarios:
The items were transformed into Likert scales and were incorporated into the
survey questionnaire of this study. The following constructs were drawn from
the reviewed literature that measures Post-Pandemic Risks collectively. Table 1
shows items associated with post-pandemic risks on people with relevant litera-
ture. In Table 2 post-pandemic risks on processes are itemized. Post-pandemic
risks on profits are shown in Table 3. Finally, Table 4 lists the post-pandemic
risks relating to partnerships.
2.2. Enterprise Resiliency
In a study by Lee et al. (2013), they discussed the development of a Resilience
Assessment Tool (RAT) that organizations can use to measure and compare
their resilience. The tool was developed based on a literature review and consul-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 927
Open Journal of Business and Management
tations with experts in the field of resilience. The RAT is composed of four do-
mains: physical, operational, strategic, and reputational resilience. Each domain
is further broken down into several subdomains, and the tool includes a set of
questions for each subdomain. They conclude that the RAT is a valuable tool for
organizations seeking to measure and compare their resilience and that it can
help organizations take a more structured and strategic approach to develop
their resilience.
Table 1. Post-pandemic risks-people.
POST-PANDEMIC RISKS
(
PEOPLE
)
No. Item Literature
1 Personal and Staff Health
and Safety
Hanafiah et al. (2021); Debata et al. (2020);
Susanto et al. (2021); Yacoub and
ElHajjar’s (2021)
2 Staff Commuting to Work
MacLeod et al. (2022); Hanafiah et al.
(2021); Babapour Chafi et al. (2021);
Wang et al. (2021)
3 Retaining Staff Baum et al. (2021); Piza et al. (2021);
Duarte Alonso et al. (2020)
4 Workplace Hygiene and
Sanitation
Susanto et al. (2021); Wang et al. (2021);
Hemmington & Neill (2021)
5 Close Physical Contact González-Torres et al. (2021); Guerriero
et al. (2020); Wang et al. (2021)
Table 2. Post-pandemic risks-processes.
POST-PANDEMIC RISKS
(
PROCESSES
)
No. Item Literature
1 Repurchase of Key Equipment
MacLeod et al. (2022); Yacoub and
ElHajjar’s (2021); Caldera et al. (2022);
Kristiana et al. (2021)
2 Repair and Maintenance of
Key Equipment
MacLeod et al. (2022); Yacoub and
ElHajjar’s (2021); Caldera et al. (2022);
Kristiana et al. (2021)
3 Business and Staff Insurance Biå et al. (2020); Hanson et al. (2021);
Hao et al. (2020)
4 Imported Goods and Supplies
Fracarolli Nunes et al. (2021); Caldera et al.
(2022); González-Torres et al. (2021);
Khan et al. (2022)
5 Supply Chain Disruptions
Fracarolli Nunes et al. (2021); Caldera et al.
(2022); González-Torres et al. (2021);
Zhu et al. (2020)
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 928
Open Journal of Business and Management
Table 3. Post-pandemic risks-profits.
POST-PANDEMIC RISKS
(
PROFITS
)
No. Item Literature
1 Access to Products or Services
Hemmington & Neill (2021);
Shafi et al. (2020);
Kristiana et al. (2021)
2 Restrictions to our Business
Operations
Hill et al. (2020);
Duarte Alonso et al. (2020)
3 Sales and Revenue
Debata et al. (2020); Giousmpasoglou
et al. (2020); Piza et al. (2021);
Yacoub and ElHajjar’s (2021)
4 Price of Commodities and
Supplies
Yacoub and ElHajjar’s (2021);
Fracarolli Nunes et al. (2021);
Shih (2020)
5
Decrease in Supplies of
Commodities and Raw
Materials
Yacoub and ElHajjar’s (2021);
Fracarolli Nunes et al. (2021);
Shih (2020); Zhu et al. (2020)
Table 4. Post-pandemic risks-partnerships.
POST-PANDEMIC RISKS
(
PARTNERSHIPS
)
No. Item Literature
1 Public Utility Cost
Zanoletti et al. (2021);
Sonobe et al. (2021);
Yacoub and ElHajjar (2021)
2 Collaboration with Competitors González-Torres et al. (2021);
Hill et al. (2020)
3 Access to Financial Institutions Shafi et al. (2020); Piza et al. (2021);
Hill et al. (2020)
4 Government Assistance and
Subsidies
Karsavuran (2021); Piza et al. (2021);
Yacoub and ElHajjar (2021);
Duarte Alonso et al. (2020)
5 Contingency or Business
Continuity Planning
Yacoub and ElHajjar’s (2021);
Biå et al. (2020); Hanson et al. (2021);
Hao et al. (2020)
In another study, Sobaih et al. (2021), explored the relationship between small
hospitality enterprises’ resilience, sustainable tourism development, and their
response to the Covid-19 pandemic. They argued that performance is a key fac-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 929
Open Journal of Business and Management
tor in the relationship between resilience and sustainable tourism development,
and that small hospitality enterprises that can adapt and innovate in response to
crises like the Covid-19 pandemic are more likely to be successful in the long
term. They also suggest that governments and policymakers can play a role in
supporting small enterprises by providing financial assistance and other forms of
support.
The relationship between organizational resilience and financial performance
was explored by Prayag et al. (2018). They define organizational resilience as the
ability of an organization to adapt and respond to changes in the environment
and remain viable over time. The article highlights the importance of organiza-
tional resilience in today’s rapidly changing and uncertain business environment
and suggests that it can be a key driver of financial performance. The authors
conclude that organizations that prioritize resilience are likely to be more suc-
cessful in the long run, and that resilience should be considered a core compe-
tency for all organizations. In a closely related study, Wasanida et al. (2021), also
found that certain business capabilities, such as information technology, innova-
tion, and supply chain management, were positively related to organizational agil-
ity and performance during the pandemic. They also found that the pandemic had
a significant impact on these organizations, with many experiencing disruptions in
their operations and revenue. They contended that organizations that invest in
and develop their business capabilities are better able to adapt and respond to
crises. Overall, the article highlights the importance of business capabilities in
supporting organizational agility and performance during the pandemic, and the
need for organizations to invest in and develop these capabilities to remain com-
petitive and resilient in the face of future crises.
In summary, the studies discussed the importance of resilience in different
contexts. Lee et al. (2013) developed a Resilience Assessment Tool (RAT) to help
organizations measure and compare their resilience. Sobaih et al. (2021) hig-
hlighted the relationship between small hospitality enterprises’ resilience, sus-
tainable tourism development, and their response to the Covid-19 pandemic,
arguing that those who can adapt and innovate in response to crises are more
likely to be successful in the long term. Prayag et al. (2018) emphasized the im-
portance of organizational resilience in today’s rapidly changing and uncertain
business environment and suggested that it can be a key driver of financial per-
formance. Wasanida et al. (2021) found that certain business capabilities, such as
digitalization, innovation, and supply chain management, were positively related
to organizational agility and performance during the pandemic and urged or-
ganizations to invest in and develop these capabilities to remain competitive and
resilient in the face of future crises.
Items in Table 5 were also incorporated in the survey questionnaire as Likert
scales for the dependent variable Enterprise Resiliency. The researcher will not
pilot-test them because their Cronbach’s alpha values were already generally ac-
ceptable.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 930
Open Journal of Business and Management
Table 5. Enterprise resiliency.
ENTERPRISE RESILIENCY
No. Item Adapted From Reliability
1 There is an excellent sense of teamwork
and camaraderie in our organization Lee et al. (2013) 0.76
2 Our enterprise adapts to innovation in
managerial and business processes
Wasanida et al.
(2021)
0.81
3 When we need to, our enterprise can
make tough decisions quickly
Prayag et al.
(2018)
0.78
4
If key people were unavailable,
there are always others who could
fill their role
Sobaih et al.
(2021)
0.96
5
Our enterprise has clearly defined
priorities for what is important
during and after a crisis
Sobaih et al.
(2021)
0.90
6
Our enterprise proactively monitors
what is happening in its industry to
have an early warning of emerging
issues
Prayag et al.
(2018)
0.97
7
I believe people would accept decisions
made by management about how our
enterprise should manage a crisis,
even if they were developed with
little consultation
Lee et al. (2013) 0.83
8
Our enterprise maintains sufficient
resources to absorb unexpected
change
Sobaih et al.
(2021)
0.95
9
Our enterprise is responsive in adopting
new technologies to produce better,
faster, and cheaper products and
services during a crisis
Wasanida et al.
(2021)
0.76
2.3. Conceptual Framework and Hypotheses
The figure below illustrates the research paradigm that will guide this research
study:
Based on the relevant literature, Figure 1 depicts the conceptual framework
for this study. Based on this framework, the researcher formulates the following
hypotheses:
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 931
Open Journal of Business and Management
Figure 1. The conceptual framework of the study.
Collectively:
Hypothesis Statement Result
H1
Post-Pandemic Risks
→
ER
TBD
Examining each unique predictor of Post-Pandemic Risks:
Hypotheses Statement Result
H1
People Risks
→
ER
TBD
H2
Processes Risks
→
ER
TBD
H3
Profits Risks
→
ER
TBD
H4
Partnerships Risks
→
ER
TBD
3. Methodology
As the items associated with the post-pandemic risks factor, involving People,
Processes, Profits, and Partnerships, have not been validated or tested for relia-
bility, the researcher conducted a pilot test of the corresponding items in the ques-
tionnaire. The pilot test was conducted with 30 respondents who shared similar
characteristics to the participants in the actual survey. However, it should be noted
that these 30 respondents were not included in the final survey. The result of the
reliability test for the 20 Likert Scale items of the Post-Pandemic Risks was
yielded a Cronbach’s alpha of 0.889 which indicates that the constructs for the
post-pandemic risks are reliable. The Enterprise Resiliency items were no longer
tested for reliability since their Cronbach alphas were already acceptable. Using
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 932
Open Journal of Business and Management
the stratified sampling method and data from the Philippine Statistics Authority
(PSA) 2021 MSME List of Establishments (Personal Communication, N. Rebar-
ter, January 4, 2022), a total of 175 structured questionnaires were sent to ran-
dom Hospitality and Leisure establishments in Marikina City and own-
ers/managers were given informed consent and asked to complete the question-
naire. Out of which 146 responses were found to be valid. As methods of analy-
sis, the researcher used descriptive statistics such as frequencies and percentages
for the demographic profile, weighted means with verbal interpretations for both
Post-Pandemic Risks and Enterprise Resiliency, and finally Multiple Regression
Analysis for hypothesis testing.
4. Results and Discussions
4.1. Demographic Profile
The majority of the enterprises (89%) belong to the Accommodation and Food
Service Activities sector, with only a small proportion (11%) belonging to the
Arts, Entertainment, and Recreation sectors. Ownership of the enterprises is
dominated by male and female sole proprietors, with only one enterprise (0.7%)
being a corporation. Most of the enterprises have 1 - 9 employees (87%), with
only a small proportion (13%) having 10 - 99 employees. A significant majority
(61%) of the enterprises reported being highly impacted by the Covid-19 pan-
demic. The most common financial difficulties reported by the enterprises were
related to rent/lease (74.7%), followed by employee salaries and benefits (78.8%)
and utilities (69.2%). These demographic data can be found in Table 6.
Overall, these findings suggest that the enterprises surveyed are predominant-
ly micro, independently owned businesses, with a significant majority reporting
being highly impacted by the Covid-19 pandemic and experiencing financial dif-
ficulties related to rent/lease, employee salaries and benefits, and utilities. This
highlights the importance of providing support and resources to these enterpris-
es during times of crisis, to help them remain financially stable and continue to
provide important services to their communities.
4.2. Post-Pandemic Risks
The majority of the Post-Pandemic Risks (People, Processes, and Profits) re-
sulted in a “Very High Risk”, except for Partnerships which show an overall “No
Risk” result.
In terms of People and Processes Risks, two items show “High Risk” only
which are the “Commuting to Work” and the” Repair and Maintenance of Key
Equipment”. Perhaps these are evidenced that most staff are stay-in and that
there is very little key equipment to maintain.
In Partnerships Risk, albeit two items are “High Risk” i.e., “Public Utility
Cost” and “Access to Financial Institutions”. Two items show “Low Risk” (Col-
laboration with Competitors) and “Very Low Risk” (Government Assistance and
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 933
Open Journal of Business and Management
Subsidies). Perhaps this means that during the pandemic each sector already has
its agenda to help each other and that the city government of Marikina was very
present in helping the sector with financial assistance, subsidies, and recovery
programs, please see Table 7.
Overall, these findings suggest that the businesses surveyed are facing signifi-
cant risks related to the health and safety of employees, the efficiency and effec-
tiveness of business processes, and the financial performance of the business.
These businesses need to address these risks to ensure their long-term success
and sustainability.
Table 6. Demographic profile of the respondents.
ENTERPRISE SECTOR
Item
f
%
Accommodation and Food Service Activities 130 89.00%
Arts, Entertainment, and Recreation 16 11.00%
OWNERSHIP TYPE
Item
f
%
Female, Sole-Proprietor 67 45.90%
Male, Sole-Proprietor 78 53.40%
Corporation 1 0.70%
NUMBER OF EMPLOYEES
Item
f
%
1 - 9 127 87.00%
10 - 99 19 13.00%
HIGHLY IMPACTED BY COVID-19 PANDEMIC
Item
f
%
No 57 39.00%
Yes 89 61.00%
FINANCIAL DIFFICULTIES
Item
f
%
Rent/Lease 109 74.70%
Employee Salaries and Benefits 115 78.80%
Utilities 101 69.20%
N
= 146.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 934
Open Journal of Business and Management
Table 7. Post-pandemic risks factors-weighted mean and interpretation.
Major PPR Sub PPR WM Verbal Interpretation
People
Personal and Staff Health and Safety 4.86 Very High Risk
Commuting to Work 4.10 High Risk
Retaining Staff 4.73 Very High Risk
Workplace Hygiene and Sanitation 4.80 Very High Risk
Close Physical Contact 4.86 Very High Risk
Peope Risk - Overall
4.67
Very High Risk
Processes
Repurchase of Key Equipment 4.90 Very High Risk
Repair and Maintenance of Key
Equipment 3.91 High Risk
Business and Staff Insurance 4.80 Very High Risk
Imported Goods and Supplies 4.95 Very High Risk
Supply Chain Disruptions 4.99 Very High Risk
Processes Risks - Overall
4.71
Very High Risk
Profits
Access to our Products or Services 4.51 Very High Risk
Restrictions to our Business Operations 4.64 Very High Risk
Sales and Revenue 4.56 Very High Risk
Price of Commodities and Supplies 4.84 Very High Risk
Decrease in Supplies of Commodities
and Raw Materials 4.82 Very High Risk
Profits Risks - Overall
4.67
Very High Risk
Partnerships
Public Utility Cost 4.15 High Risk
Collaboration with Competitors 2.00 Low Risk
Access to Financial Institutions 4.14 High Risk
Government Assistance and Subsidies 1.60 Very Low Risks
Contingency or Business Continuity
Planning 3.56 High Risk
Partnerships Risks - Overall
3.09
No Risk
N
= 146.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 935
Open Journal of Business and Management
4.3. Enterprise Resiliency
The result in Table 8 shows the enterprise’s level of resiliency based on different
factors. Overall, the enterprise has a very low level of resiliency. The items that
scored the highest are related to the enterprise’s ability to monitor and respond
to emerging issues and adopt new technologies during a crisis. However, even
these items are still considered to have a very low level of resiliency.
On the other hand, the items that scored the lowest are related to the enter-
prise’s ability to make tough decisions quickly, maintain sufficient resources to
absorb unexpected change, and have clearly defined priorities for what is im-
portant during and after a crisis. These items suggest that the enterprise may
struggle with decision-making and resource allocation during a crisis.
Table 8. Post-pandemic risks factors-weighted mean and interpretation.
Item WM Verbal Interpretation
There is an excellent sense of teamwork and
camaraderie in our organization 4.77 Very Low Resiliency
Our enterprise adapts to innovation in
managerial and business processes 2.91 Neutral
When we need to, our enterprise can make
tough decisions quickly 4.71 Very Low Resiliency
If key people were unavailable, there are always
others who could fill their role 4.80 Very Low Resiliency
Our enterprise has clearly defined priorities for
what is important during and after a crisis 4.85 Very Low Resiliency
Our enterprise proactively monitors what is
happening in its industry to have an early
warning of emerging issues
4.88 Very Low Resiliency
I believe people would accept decisions made
by management about how our enterprise should
manage a crisis, even if they were developed
with little consultation
4.86 Very Low Resiliency
Our enterprise maintains sufficient resources
to absorb unexpected change 4.82 Very Low Resiliency
Our enterprise is responsive in adopting new
technologies to produce better, faster, and
cheaper products and services during a crisis
4.92 Very Low Resiliency
Enterprise Resiliency - Overall
4.61
Very Low Resiliency
N
= 146.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 936
Open Journal of Business and Management
The enterprise needs to take note of these areas of weakness and work on de-
veloping strategies to improve its resiliency. This could include developing con-
tingency plans, improving communication and collaboration among team
members, and investing in resources and technologies that can help the enter-
prise adapt and respond to unexpected changes
4.4. Multiple Regression Analysis
This data presents the results of a regression analysis where the independent va-
riable is “Post-Pandemic Risks”, and the dependent variable is “Enterprise Resi-
liency.” The regression weight, beta coefficient, F-value, and p-value are pro-
vided.
The dependent variable Enterprise Resiliency was regressed on the indepen-
dent variable Post-Pandemic Risks (People, Processes, Profits, and Partnerships),
to test the hypothesis (Please see Table 9). Collectively, the Post-Pandemic Risks
(People, Processes, Profits, and Partnerships) significantly predicted Enterprise
Resiliency, F(4, 141) = 175.41,
p
< 0.001, which indicates the Post-Pandemic
Risks can play a significant role in influencing Enterprise Resiliency (
β
= 0.986,
p
< 0.001). In addition, the
R
2 = 0.833 show that the model explains 83.3% of the
variance in Enterprise Resiliency.
Therefore, the hypothesis that post-pandemic risks are related to enterprise
resiliency is supported by the data.
However, when each unique predictor of Post-Pandemic Risks (People, Processes,
Profits, and Partnerships), was examined, only three predicted Enterprise Resi-
liency.
This data presents the results of a regression analysis that explores the rela-
tionship between four types of risks (people risks, processes risks, profits risks,
and partnerships risks) and enterprise resiliency. The table shows the regression
weights, beta coefficients, F-values, p-values, and whether the hypothesis is sup-
ported.
The beta coefficient indicates the strength and direction of the relationship
between the predictor variable and the outcome variable. The F-value and
p-value indicate the statistical significance of the relationship. The null hypothe-
sis in each case is that there is no significant relationship between the predictor
variable and the outcome variable.
Based on the data, it can be observed that all three hypotheses (H1, H2, and
H3) are supported because they have a statistically significant relationship be-
tween the predictor variable and the outcome variable (p-value < 0.05). This
means that people risks, processes risks, and profits risks are positively asso-
ciated with enterprise resiliency.
On the other hand, the fourth hypothesis (H4) is not supported because the
p-value is greater than 0.05, which means that there is no statistically significant
relationship between partnership risks and enterprise resiliency (Please see Ta-
ble 10).
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 937
Open Journal of Business and Management
Table 9. MRA-influence of post-pandemic risks on enterprise resiliency.
HYPOTHESIS
REGRESSION WEIGHTS
b
SE
R
2
F
P-VALUE
HYPOTHESIS
SUPPORTED
GENERAL POST-PANDEMIC RISKS →
ENTERPRISE RESILIENCY 0.986 0.164 0.833 175.41 0.000 YES
Table 10. MRA-Influence of post-pandemic risks on enterprise resiliency.
HYPOTHESIS
REGRESSION WEIGHTS
b
SE
R
2
F
P-VALUE
HYPOTHESIS
SUPPORTED
H1 PEOPLE RISKS →
ENTERPRISE RESILIENCY 0.830 0.118 0.562 35.88 0.000 YES
H2 PROCESSES RISKS →
ENTERPRISE RESILIENCY 0.484 0.194 0.501 28.11 0.000 YES
H3 PROFITS RISKS →
ENTERPRISE RESILIENCY 0.820 0.061 0.811 119.80 0.000 YES
H4 PARTNERSHIPS RISKS →
ENTERPRISE RESILIENCY 0.054 0.089 0.047 1.391 0.231 NO
Only three predicted Enterprise Resiliency. Results show that 83% of the va-
riance in Enterprise Resiliency can be accounted for by People Risks, Processes
Risks, and Profits Risks, collectively, F(3, 142) = 231.72,
p
< 0.001. The predictor
Partnerships Risk did not significantly influence Enterprise Resiliency, F(5, 140)
= 1.391,
p
> 0.001.
5. Implication, Conclusion, and Recommendations
5.1. Implication
Based on the findings, collectively, the Post-Pandemic Risks on people, Processes,
Profits, and Partnerships significantly predicted Enterprise Resiliency. This indi-
cates that when Pos-Pandemic Risks go high, Enterprise Resiliency tends to be-
come low.
Enterprise Resiliency is largely determined by three key factors: People,
Processes, and Profits Risks, which together account for 83 percent of the va-
riance. Given their significant impact, it’s crucial for Hospitality and Leisure en-
terprises to prioritize risk avoidance in these areas, to strengthen their ability to
adapt and recover from the challenges presented by the post-pandemic envi-
ronment. By proactively addressing these risks, businesses can better position
themselves to navigate uncertainty, maintain operational continuity, and safe-
guard their long-term success.
However, the fact that Partnerships Risk did not significantly influence En-
terprise Resiliency suggests that partnerships alone may not be sufficient to en-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 938
Open Journal of Business and Management
sure organizational resilience. This does not mean that partnerships are unim-
portant, but rather that they may need to be supported by effective risk man-
agement strategies related to people, processes, and profits.
Previous studies have also highlighted the importance of prioritizing risk
management strategies to enhance enterprise resilience in the face of
post-pandemic risks (Abbas et al., 2021; de Vera, 2021). Additionally, research
has shown that partnerships can be a valuable tool in building resilience (Calde-
ra et al., 2022; Prayag et al., 2018), complementing efforts to mitigate People,
Processes, and Profits Risks. Therefore, businesses should consider partnerships
as a complementary strategy to enhance their resilience, while also prioritizing
risk management efforts (Hill et al., 2020; Wasanida et. al., 2021).
5.2. Conclusion
This study provides valuable insights into the impact of the Post-Pandemic Risks
on micro and small enterprises in the Accommodation and Food Service Activi-
ties sector and Arts, Entertainment, and Recreation sectors in Marikina City,
which were dominated by both male and female sole proprietors. The findings
highlight the significant challenges faced by these businesses, including financial
difficulties related to rent/lease, employee salaries and benefits, and utilities, and
being negatively impacted by the Covid-19 pandemic.
Moreover, the study also shows that these businesses have a low level of resi-
liency and are facing significant risks related to the health and safety of em-
ployees, the efficiency and effectiveness of business processes, and the financial
performance of the business. However, the study also highlights the importance
of support and resources to help these businesses remain financially stable and
continue to provide important services to their communities.
Finally, the study demonstrates that there is a significant relationship between
post-pandemic risks, including people risks, processes risks, profits risks, and
enterprise resiliency. This underscores the importance of businesses addressing
these risks and developing strategies to improve their resiliency to ensure their
long-term success and sustainability.
5.3. Recommendations
The hospitality and leisure enterprise should focus on mitigating risks related to
People, Processes, and Profits to improve their resilience in the face of post-
pandemic risks. Here are some recommendations for mitigation strategies:
People Risks: The enterprise should prioritize the safety and well-being of its
employees and customers by implementing health and safety protocols, provid-
ing training on pandemic-related procedures, and offering mental health sup-
port. Additionally, they should consider diversifying their workforce and offer-
ing flexible working arrangements to ensure business continuity.
Processes Risks: The enterprise should review its business processes to identify
potential weaknesses and implement measures to mitigate risks. This may in-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 939
Open Journal of Business and Management
clude developing contingency plans, ensuring supply chain resilience, and im-
plementing technology solutions to improve efficiency and reduce costs.
Profits Risks: The enterprise should prioritize financial sustainability by diver-
sifying its revenue streams, reducing costs where possible, and developing alter-
native business models. Additionally, they should consider implementing data
analytics and forecasting tools to monitor and manage financial risks.
In addition to these mitigation strategies, the enterprise should also recognize
the potential benefits of partnerships as a complementary strategy. This may in-
clude collaborating with other businesses in the industry to share resources and
knowledge, as well as developing strategic partnerships with suppliers and cus-
tomers to reduce risks and improve resilience.
The hospitality and leisure enterprise can significantly enhance their ability to
adapt to and quickly recover from the challenges presented by the post-pan-
demic environment by proactively focusing on mitigation strategies such as
seeking financial help from the local government, forming partnerships, imple-
menting safety protocols, reducing costs, enhancing digital marketing, and in-
vesting in sustainable transportation and resilient supply chain strategies. Addi-
tionally, the enterprise can leverage data from studies to inform post-pandemic
programs for MSMEs and shape future pandemic resiliency activities and pro-
grams for the industry.
On the other hand, LGUs may implement better solutions and unique projects
to support this hospitality and leisure industry. The local government may
strengthen collaborations and aid owners and employees who will lose their em-
ployment. Thus, they will understand the current state of these firms. This study
will also influence post-pandemic initiatives for MSMEs and shape the LGU’s
pandemic resiliency actions and strategies for this industry. The Department of
Tourism, for instance, can create programs and projects to boost this industry’s
ability to attract more visitors without relying on the international market. This
research helps find solutions to compensate for their loss.
5.4. Future Research
In nurturing this endeavor, other researchers with the same course and topic can
refer to this study as a valid and reliable reference in their writings. This acts as a
source of information. in conducting a future social investigation related to hos-
pitality and leisure. As the Covid-19 dilemma is still ongoing (de Vera, 2021), it
is critical to continue evaluating and studying its impact on the various industry
sector. As Abbas et al. (2021) aptly said, increasing interest in Covid-19 impacts
necessitates further research. Of course, not all research has to solve the prob-
lem. Modern conceptual views and analysis may be equally innovative if it stu-
dies “current” issues and relationships. Unresolved issues can be revealed, as
well as opportunities for change and innovation. This research study may also
provide a robust source of information for post-pandemic research ventures.
While this study provides important insights into the impact of post-pan-
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 940
Open Journal of Business and Management
demic risks on enterprise resiliency, there is a need for future research to build
upon these findings. One area for improvement is to increase the number of
respondents or broaden their locality, perhaps on a regional or national level.
Additionally, future studies could include other ownership types, such as coop-
eratives or government-owned businesses, to provide a more comprehensive
understanding of the factors influencing enterprise resiliency.
Since the hospitality and leisure enterprise is a niche sector of MSME, future
research may also explore other strata of the MSMEs that are more robust, such
as the manufacturing and production industries, or the entire MSME sector it-
self. This would allow for a broader understanding of the factors that influence
enterprise resiliency across different sectors.
Another avenue for future research is to explore whether the influence of
partnership risks on enterprise resiliency will yield the same results on other sets
of respondents or locales and whether the same items on partnership risks will
have the same means and interpretations.
Finally, another aspect for future research would be to develop an enter-
prise-specific post-pandemic and enterprise resiliency questionnaire through
focus group discussions and then apply confirmatory factor analysis or structur-
al equation modeling to validate the questionnaire’s reliability and validity. This
would allow for a more robust and tailored approach to understanding the fac-
tors influencing enterprise resiliency in the post-pandemic environment.
Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this
paper.
References
Abbas, J., Mubeen, R., Iorember, P. T., Raza, S., & Mamirkulova, G. (2021). Exploring the
Impact of COVID-19 on Tourism: Transformational Potential and Implications for a
Sustainable Recovery of the Travel and Leisure Industry.
Current Research in Beha-
vioral Sciences, 2,
100033. https://doi.org/10.1016/j.crbeha.2021.100033
Aning, J. (2022).
Okay to TAKE off Masks Outdoors—Bongbong Marcos EO.
Headlines,
Philippine Daily Inquirer.
https://newsinfo.inquirer.net/1662979/okay-to-take-off-masks-outdoors-marcoseo?ut
m_source=gallery&utm_medium=direct
Arnaldo, M. S. (2020).
Covid-19 Forces Victoria Court to Retrench, Close Branches.
Business Mirror, Top News.
https://businessmirror.com.ph/2020/06/02/covid-19-forces-victoria-court-to-retrench-
close-branches/
Babapour Chafi, M., Hultberg, A., & Bozic Yams, N. (2021). Post-Pandemic Office Work:
Perceived Challenges and Opportunities for a Sustainable Work Environment.
Sustai-
nability, 14,
Article No. 294. https://doi.org/10.3390/su14010294
Baum, T., Mooney, S. K. K., Robinson, R. N. S., & Solnet, D. (2020). COVID-19’s Impact
on the Hospitality Workforce
—
New Crisis or Amplification of the Norm?
Internation-
al Journal of Contemporary Hospitality Management, 32,
2813-2829.
https://doi.org/10.1108/IJCHM-04-2020-0314
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 941
Open Journal of Business and Management
Biå, G. E., Olaru, S. M., Hassani, Y., & Costache, I. C. (2020). Approach to Development
of an Integrated Plan to Ensure Business Continuity in the Post-Pandemic Period,
Based on International Management Systems Standards.
Ecoforum Journal, 9
.
Burhan, M., Salam, M. T., Abou Hamdan, O., & Tariq, H. (2021). Crisis Management in
the Hospitality Sector SMEs in Pakistan during COVID-19.
International Journal of
Hospitality Management, 98,
Article ID: 103037.
https://doi.org/10.1016/j.ijhm.2021.103037
Butt, A. S. (2021). Strategies to Mitigate the Impact of COVID-19 on Supply Chain Dis-
ruptions: A Multiple Case Analysis of Buyers and Distributors.
The International
Journal of Logistics Management.
https://doi.org/10.1108/IJLM-11-2020-0455
Caldera, S., Mohamed, S., & Feng, Y. (2022). Evaluating the COVID-19 Impacts on Sus-
tainable Procurement: Experiences from the Australian Built Environment Sector.
Sus-
tainability, 14,
Article No. 4163. https://doi.org/10.3390/su14074163
Campbell, A. (2020).
COVID-19: Impact of Coronavirus on the Hotel and Leisure Mar-
ket.
Fieldfisher Insight.
https://www.fieldfisher.com/en/insights/covid-19-impact-of-coronavirus-on-the-hotel-
and-le
Dai, R., Feng, H., Hu, J., Jin, Q., Li, H., Wang, R., Wang, R., Xu, L., & Zhang, X. (2021).
The Impact of COVID-19 on Small and Medium-Sized Enterprises (SMEs): Evidence
from Two-Wave Phone Surveys in China.
China Economic Review, 67,
Article ID:
101607. https://doi.org/10.1016/j.chieco.2021.101607
De Vera, B. O. (2021).
Delta Outbreak Seen to Slow PH Recovery.
Inquirer, Business.
https://business.inquirer.net/330855/delta-outbreak-seen-to-slow-ph-recovery
Debata, B., Patnaik, P., & Mishra, A. (2020). COVID-19 Pandemic! It’s Impact on People,
Economy, and Environment.
Journal of Public Affairs, 20,
e2372.
https://doi.org/10.1002/pa.2372
Duarte Alonso, A., Kok, S. K., Bressan, A., O’Shea, M., Sakellarios, N., Koresis, A., &
Santoni, L. J. (2020). COVID-19, Aftermath, Impacts, and Hospitality Firms: An In-
ternational Perspective.
International Journal of Hospitality Management, 91,
Article
ID: 102654. https://doi.org/10.1016/j.ijhm.2020.102654
Erkuş, H. & Terhorst, P. (2023). Imagined Futures of post-Covid-19 Tourism in Antalya.
Advances in Hospitality and Tourism Research (AHTR), 11,
171-190.
https://doi.org/10.30519/ahtr.1112787
Farge, E., & Roy, M. (2022).
Do Not Assume COVID Pandemic Reaching ‘End Game’,
Warns WHO.
World, Reuters.
https://www.reuters.com/business/healthcare-pharmaceuticals/who-chief-says-world-c
ritical-juncture-covid-pandemic-2022-01-24/
Fracarolli Nunes, M., Lee Park, C., & Paiva, E. (2021). Keeping Key Suppliers Alive dur-
ing the COVID-19 Pandemic: Artificial Supply Chain Resilience and Supplier Crisis
Response Strategies.
Continuity & Resilience Review, 3,
282-299.
https://doi.org/10.1108/CRR-08-2021-0029
Galvez, D. (2022).
Face Masks Use Now Voluntary Outdoors but…
Nation, Inquirer.net.
https://newsinfo.inquirer.net/1662544/wearing-face-mask-in-non-crowded-well-ventil
ated-outdoor-areas-now-voluntary-palace?utm_source=gallery&utm_medium=direct
Gautam, P. (2021). The Effects and Challenges of COVID-19 in the Hospitality and
Tourism Sector in India.
Journal of Tourism & Hospitality Education, 11,
43-63.
https://doi.org/10.3126/jthe.v11i0.38242
Giousmpasoglou, C., Marinakou, E., & Zopiatis, A. (2020). Hospitality Managers in Tur-
bulent Times: The COVID-19 Crisis.
International Journal of Contemporary Hospital-
ity Management, 33,
1297-1318. https://doi.org/10.1108/IJCHM-07-2020-0741
González-Torres, T., Rodríguez-Sánchez, J., & Pelechano-Barahona, E. (2021). Managing
Relationships in the Tourism Supply Chain to Overcome Epidemic Outbreaks: The
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 942
Open Journal of Business and Management
Case of COVID-19 and the Hospitality Industry in Spain.
International Journal of
Hospitality Management, 92,
Article ID: 102733.
https://doi.org/10.1016/j.ijhm.2020.102733
Guerriero, C., Haines, A., & Pagano, M. (2020). Health and Sustainability in Post-Pandemic
Economic Policies.
Nature Sustainability, 3,
494-496.
https://doi.org/10.1038/s41893-020-0563-0
Hanafiah, M. H., Md Zain, N. A., Azinuddin, M., & Mior Shariffuddin, N. S. (2021). I’m
Afraid to Travel! Investigating the Effect of Perceived Health Risk on Malaysian Tra-
vellers’ Post-Pandemic Perception and Future Travel Intention.
Journal of Tourism
Futures.
https://doi.org/10.1108/JTF-10-2021-0235
Hanson, S., Sunderam, A., & Zwick, E. (2021). Business Continuity Insurance in the Next
Disaster. In M. S. Kearney, & A. Ganz (Eds.),
Rebuilding the Post-Pandemic Economy.
Aspen Institute Press.
Hao, F., Xiao, Q., & Chon, K. (2020). COVID-19 and China’s Hotel Industry: Impacts, a
Disaster Management Framework, and Post-Pandemic Agenda.
International Journal
of Hospitality Management, 90,
Article ID: 102636.
https://doi.org/10.1016/j.ijhm.2020.102636
Hemmington, N., & Neill, L. (2021). Hospitality Business Longevity under Covid-19: The
Impact of Covid-19 on New Zealand’s Hospitality Industry.
Tourism and Hospitality
Research, 22,
102-114. https://doi.org/10.1177/1467358421993875
Hill, E., Baird, M., & Seetahul, S. (2020).
The Philippines and COVID-19: Impact on the
Private Sector.
The Australian Women’s Working Futures Project. The Women and
Work Research Group.
International Labour Organization (ILO) (2020).
ILO SCORE Global Covid-19 Enterprise
Survey.
https://www.ilo.org/emppolicy/projects/WCMS_745097/lang--en/index.htm
Karsavuran, Z. (2021). The Effects of COVID-19 on Tourism and Hospitality Employ-
ment. In M. Demir, A. Dalgıç, & F. D. Ergen (Eds.),
Handbook of Research on the Im-
pacts and Implications of COVID-19 on the Tourism Industry
(pp. 539-557). IGI Global.
https://doi.org/10.4018/978-1-7998-8231-2.ch026
Khan, S. A. R., Piprani, A. Z., & Yu, Z. (2022). Supply Chain Analytics and Post-Pandemic
Performance: Mediating Role of Triple—A Supply Chain Strategies.
International Journal
of Emerging Markets.
https://doi.org/10.1108/IJOEM-11-2021-1744
Kristiana, Y., Pramono, R., & Brian, R. (2021). Adaptation Strategy of Tourism Industry
Stakeholders during the Covid-19 Pandemic: A Case Study in Indonesia.
Journal of
Asian Finance, Economics and Business, 8,
213-223.
Lalu, G. P. (2022). Doctor Backs Eased Face Mask Rule Despite Risk of Higher COVID-19
Cases. Newsinfo, Inquirer.net.
https://newsinfo.inquirer.net/1663202/doctor-backs-eased-face-mask-rule-despite-risk
-of-higher-covid-19-cases?utm_source=gallery&utm_medium=direct
Lee, A. V., Vargo, J., & Seville, E. (2013). Developing a Tool to Measure and Compare
Organizations’ Resilience.
Natural Hazards Review, 14,
29-41.
https://doi.org/10.1061/(ASCE)NH.1527-6996.0000075
Lim, T., Baris, K., Batario, G., Eufemio, J., Kang, J., & Monroy, T. (2020).
Impact Assess-
ment of Covid-19 on The Philippine’s Manufacturing Firms.
UNIDO.
https://www.unido.org/sites/default/files/files/2021-03/UNIDO%20COVID19%20Asse
ssment_Philippines_FINAL.pdf
Liu, Y., Kuo, R., & Shih, S. (2020). COVID-19: The First Documented Coronavirus Pan-
demic in History.
Biomedical Journal, 43,
328-333.
https://doi.org/10.1016/j.bj.2020.04.007
MacLeod, K., Cole, B., & Musselwhite, C. (2022). Commuting to Work Post-Pandemic:
Opportunities for Health?
Journal of Transport & Health, 25,
Article ID: 101381.
https://doi.org/10.1016/j.jth.2022.101381
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 943
Open Journal of Business and Management
Mapa, C. (2019).
Contribution of Tourism to the Philippine Economy Is 12.7 Percent in
2018.
Philippine Statistics Authority.
https://psa.gov.ph/content/contribution-tourism-philippine-economy-127-percent-201
8
Mishra, M. (2022).
End of COVID Pandemic Is ‘in Sight’—WHO Chief.
Healthcare &
Pharmaceuticals, Reuters.
https://www.reuters.com/business/healthcare-pharmaceuticals/who-chief-says-end-sig
ht-covid-19-pandemic-2022-09-14/
Piza, S., Lee, J., Qian, R., Frias, J.,Cho, Y., Trang, E., Zaman, H., Niang, C., Murgai, R.,
Akhlaque, A., Tran, T., lavacone, L., Coronado, J., David, C., & Llorito, D. (2021).
Im-
pacts of COVID-19 on Firms in the Philippines: Results from the Philippines
COVID-19 Firm Survey Conducted in November 2020.
World Bank.
https://openknowledge.worldbank.org/handle/10986/35430
Prayag, G., Chowdhury, M., Spector, S., & Orchiston, C. (2018). Organizational Resilience
and Financial Performance.
Annals of Tourism Research, 73,
193-196.
https://doi.org/10.1016/j.annals.2018.06.006
Shafi, M., Liu, J., & Ren, W. (2020). Impact of COVID-19 Pandemic on Micro, Small, and
Medium-Sized Enterprises Operating in Pakistan.
Research in Globalization, 2,
Article
ID: 100018. https://doi.org/10.1016/j.resglo.2020.100018
Shih, W. (2020). Global Supply Chains in a Post-Pandemic World.
Harvard Business Re-
view, 98,
82-89.
http://ringmar.net/mycourses/wp-content/uploads/2021/07/Shih-2020-Global-Supply-
Chains-in-a-Post-Pandemic-World.pdf
Sobaih, A. E. E., Elshaer, I., Hasanein, A. M., & Abdelaziz, A. S. (2021). Responses to
COVID-19: The Role of Performance in the Relationship between Small Hospitality
Enterprises’ Resilience and Sustainable Tourism Development.
International Journal of
Hospitality Management, 94,
Article ID: 102824.
https://doi.org/10.1016/j.ijhm.2020.102824
Sonobe, T., Takeda, A., Yoshida, S., & Truong, H. T. (2021).
The Impacts of the
COVID-19 Pandemic on Micro, Small, and Medium Enterprises in Asia and their Di-
gitalization Responses.
ADBI Working Paper 1241. Asian Development Bank Institute.
https://www.adb.org/publications/impacts-covid-19-pandemic-msme-asia-their-digital
ization-responses
https://doi.org/10.2139/ssrn.3912355
Susanto, A., Amelia, A., Amadea, C. & Hendriana, E. (2021). The Impact of COVID-19
Outbreak towards the Post Pandemic Leisure Travel Intention.
Journal of Tourism,
Hospitality & Culinary Arts, 13,
54-71
Tsai, M. (2021). Developing a Sustainability Strategy for Taiwan’s Tourism Industry after
the Covid-19 Pandemic.
PLOS ONE, 16,
e0248319.
https://doi.org/10.1371/journal.pone.0248319
Vinberg, S., & Danielsson, P. (2021) Managers of Micro-Sized Enterprises and COVID-19:
Impact on Business Operations, Work-Life Balance and Well-Being.
International Jour-
nal of Circumpolar Health, 80,
Article: 1959700.
https://doi.org/10.1080/22423982.2021.1959700
Wang, D., Tayarani, M., Yueshuai He. B., Gao, J., Chow, J., Gao, H. O., & Ozbay, K.
(2021). Mobility in Post-Pandemic Economic Reopening under Social Distancing
Guidelines: Congestion, Emissions, and Contact Exposure in Public Transit.
Policy and
Practice, 153,
151-170. https://doi.org/10.1016/j.tra.2021.09.005
Wasanida, A. S., Bernarto, I., Subidjo, N., & Purwanto, A. (2021). The Role of Business Ca-
pabilities in Supporting Organization Agility and Performance during the COVID-19
Pandemic: An Empirical Study in Indonesia.
Journal of Asian Finance, Economics and
Business, 8,
897-911.
C. R. Lucero
DOI:
10.4236/ojbm.2023.113050 944
Open Journal of Business and Management
Yacoub, L., & ElHajjar, S. (2021). How Do Hotels in Developing Countries Manage the
Impact of COVID-19? The Case of Lebanese Hotels.
International Journal of Contem-
porary Hospitality Management, 33,
929-948.
https://doi.org/10.1108/IJCHM-08-2020-0814
Zanoletti, A., Cornelio, A., & Bontempi, E. (2021). A Post-Pandemic Sustainable Scena-
rio: What Actions Can Be Pursued to Increase the Raw Materials Availability?
Envi-
ronmental Research, 202,
Article ID: 111681.
https://doi.org/10.1016/j.envres.2021.111681
Zhu, G., Chou, M. C., & Tsai, C. W. (2020). Lessons Learned from the COVID-19 Pan-
demic Exposing the Shortcomings of Current Supply Chain Operations: A Long-Term
Prescriptive Offering.
Sustainability, 12,
Article No. 5858.
https://doi.org/10.3390/su12145858
