Crisis Management in Tourism – A Literature Based Approach on the Proactive Prediction of a Crisis and the Implementation of Prevention Measures

Martens, Hanno M.; Feldesz, Kim; Merten, Patrick S.

doi:10.30958/ajt.3-2-1

Cited by 12 publications

(3 citation statements)

References 20 publications

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“…One approach is that crisis management has its institutional framework and time dynamics. This institutional framework consists of regular institutions complemented by ad hoc delivery units involved in solving the crisis [36]. In each paper dealing with the tourism crisis, media influence is stressed since it is known that in search of popularity, media often exaggerate and may turn incidents into a disaster for the tourism industry.…”

Section: Literature Backgroundmentioning

confidence: 99%

Crisis management in the function of effective destination management

Petković¹,

Bradić-Martinović²,

Pindžo³

2023

Ekonomika preduzeća

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Contemporary destination management implies a broader mandate that has shifted the focus from traditional marketing and promotional activities to strategic planning, coordination, and management activities, integrating various stakeholders with a common goal. However, environmental influences, especially negative ones, to which tourism is highly susceptible, as shown by practice in recent years, also affect the overall destination management process. The integration of crisis management into the destination management process assumes that specific procedures exist, adequate task forces are organised, and all necessary resources are recognized, planned and activated at the onset of the crisis. Recent experiences have shown that destinations like Serbia, which failed to establish a destination management system, face much more significant challenges regarding crisis management in tourism. Given that we are increasingly living in the so-called VUCA environment, tourism crisis management is exposed to unique challenges and requires special skills and leadership that will be activated in risky moments. In addition, it is essential to establish institutions with clearly defined tasks and capacities because only the synergy of skills and knowledge, on the one hand, and institutions (structures) will enable successful crisis management in tourism.

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Section: Literature Backgroundmentioning

confidence: 99%

Crisis management in the function of effective destination management

Petković¹,

Bradić-Martinović²,

Pindžo³

2023

Ekonomika preduzeća

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“…The perception of safety is an important aspect that influences a person's decision on whether a tourist destination is worth visiting or not. Therefore, stakeholders in the tourism industry should strive to reduce uncertainty and risk perception among their customers Martens et al (2016). Perspectives on risks may vary among tourists, industry players, or tourist destinations.…”

Section: Tourism Crisis Managementmentioning

confidence: 99%

Crisis Management Strategies and Entrepreneurial Resilience of Tourism Business Operators in Jakarta Amid Covid-19

Libraveda,

Tampubolon,

Prasadja

2023

Int. J. Res. Granthaalayah

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The tourism and creative economy sectors in Indonesia have undergone notable growth over recent years, playing a pivotal role in bolstering the nation's revenue and contributing to the advancement of communities across the country. Jakarta, as the nation’s capital and the economic center, serves as the primary entry point for international tourists, supporting the overall growth of the tourism industry. Soekarno-Hatta Airport, aside from being an international aviation hub, facilitates access to various tourist destinations across Indonesia. The emergence of Covid-19 has triggered a global crisis and greatly disrupted the world economy. The WHO's declaration of a health emergency led to the implementation of multiple virus control measures, including lockdowns, social distancing protocols, and travel restrictions. Consequently, the tourism sector which heavily reliant on human mobility, experienced severe setbacks and become one of the hardest-hit industry. To endure such crises, businesses are required to adapt swiftly and adopt an entrepreneurial perspective to meet consumer needs amid uncertainty. This research aims to investigate the strategies for crisis management and the application of entrepreneurial resilience among Jakarta's tourism business operators in response to the Covid-19 pandemic. The study employs qualitative descriptive approaches, using semi-structured interviews and documentary analysis as data collection techniques. Interviews were conducted with stakeholders in the tour and travel and hospitality industry. Findings indicate that not all businesses have crisis mitigation procedures for the unexpected threats. Businesses are responding to this crisis by adapting, innovating, and seizing every opportunity to ensure their survivals.

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“…Crisis management can be defined as "measures of all types which allow a business to cope with a suddenly occurring danger or risk situation to return as quickly as possible to normal business routine" (Scherler, 1996). Crisis management can be seen as institutions, organizations or action groups that take on the responsibility to develop strategies and plans for crisis situations (Martens et al, 2016).…”

Section: Media Coverage Of the Zika Virusmentioning

confidence: 99%

Conflict resolution and recovery in Jamaica: the impact of the zika virus on destination image

Hugo

Miller

2017

WHATT

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Purpose The purpose of this paper is to analyze how effectively Jamaica recovers from negative destination image due to the Zika virus to assist other countries with similar destination image issues. Because negative media coverage of a destination is a strong deterrent for visiting a destination, tourism operators should be aware of techniques to effectively promote their area. Design/methodology/approach A review of the literature regarding destination image and an investigation of other destinations with similar issues as a result of the Zika virus. Findings This paper observes that the surge in media coverage regarding the Zika virus threatens the destination image of Jamaica and could lead to a decrease in tourism revenue and foreign travelers. Practical implications This paper provides recommendations for destinations impacted by negative global perception or being seen as a risky area to travel to after a publicized event, such as a natural disaster or disease outbreak. Originality/value This paper examines the potential impact of the Zika virus as a threat to destinations which rely on a tourism economy. In general, little research has been associated with the impact of Zika on tourism despite its recent surge in media.

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Crisis Management in Tourism – A Literature Based Approach on the Proactive Prediction of a Crisis and the Implementation of Prevention Measures

Cited by 12 publications

References 20 publications

Crisis management in the function of effective destination management

Crisis management in the function of effective destination management

Crisis Management Strategies and Entrepreneurial Resilience of Tourism Business Operators in Jakarta Amid Covid-19

Conflict resolution and recovery in Jamaica: the impact of the zika virus on destination image

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