Coping mechanisms of Philippine tourism and hospitality family businesses during the COVID-19 pandemic: a non-parametric approach

Abstract

PurposeFamily businesses (FB), mostly small-sized, dominate the tourism and hospitality industry (THI), especially in the rural areas. While many would have been used to the impact of demand seasonality, it is unknown how these businesses would have survived through the restrictions imposed to contain the coronavirus disease 2019 (COVID-19) pandemic as compared to non-family business (NFB) counterparts. This study aims to determine if there were differences on how family and non-family enterprises in the THI coped with government restrictions.Design/methodology/approachBy subjecting the survey data from tourism enterprises to non-parametric techniques, the authors establish empirical evidence on similarities and differences of coping strategies adopted by FBs and NFBs; their required support from government and their perceptions of a post-pandemic THI.FindingsThe analysis revealed that family-owned tourism and hospitality businesses in the Philippines tended to collaborate with other businesses to manage the impact of the pandemic restrictions. Since they hired more seasonal workers prior to the restrictions, they tended to avoid hiring workers during the restricted period. NFBs, on the other hand, that were generally larger in size and more professionally managed with more regular employees, tended to streamline operations for greater efficiency.Research limitations/implicationsThe study relied on survey results distributed and collected online. There is an innate bias against those firms that did not have access to the survey links.Practical implicationsThe comparative study suggests that interventions to assist firms in the THI should consider the differences in firm ownership as “one size does not fit all.”Social implicationsThe study provides evidence about how environmental factors impact the operations of family firms. Thus, it provides valuable insights for both the academic community and industry practitioners.Originality/valueThis is the first study in the Philippines that was able to capture response of family and non-family firms in the THI during the COVID-19 lockdown.

Homestay businesses’ strategies for adapting to and recovering from the COVID-19 pandemic: A study in Vietnam

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“…As highlighted in the findings, domestic tourists’ stays were shorter, and their patronage of supplementary tourism products (e.g., cooking classes, massages, tours, and traditional drinking rituals) was less than that of international tourists; this was likely because the Vietnamese homestay products (e.g., cultural experiences) were somewhat less novel for domestic tourists. Nonetheless, this change in external circumstances inevitably led homestay owners to market switching, which was evident in how they modified and introduced new products and service offerings, a common practice amongst tourism and hospitality MSMEs adapting to crises (e.g., Dahles and Susilowati, 2015; Santiago et al, 2021).…”

Responsible leadership practices in the hospitality sector family businesses: evidence from an emerging market

“…Consequently, given the scarcity of studies on the social performance of family businesses (Williams et al, 2018;Samara, 2021), particularly in the hospitality sector (Santiago et al, 2022), on the one hand, and the dearth of empirical studies on responsible leadership (Mousa, 2021), particularly in small and medium-sized businesses in Arab and Middle Eastern countries (Castañeda Garc ıa et al, 2022) on the other, we aim to engage with the owners of several family restaurants in Cairo (capital of Egypt) in an attempt to answer the question: To what extent are responsible leadership practices fully exercised in family businesses? And how?…”

Exploring women's initiatives for family business resilience during the COVID-19 pandemic

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“…, 2019; González and Perez-Uribe, 2021). The results of a study by Santiago et al. (2021) show that during a pandemic, family businesses are trying to retain their core personnel and minimize outsourcing to cut costs.…”