Effects of crisis on crisis management practices: a case from Turkish tourism enterprises

Ertaş, Mehmet; Sel, Zehra Gökçe; Kırlar-Can, Burçin; Tütüncü, Özkan

doi:10.1080/09669582.2021.1879818

Cited by 20 publications

(16 citation statements)

References 54 publications

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“…While the tourist perspective has to date dominated the discussion around COVID-19 recovery (Bausch et al, 2020), we explored the central role that FLEs play during crises given that the tourism industry is extremely dependent on well-trained and qualified employees in running their operations. This research highlighted the importance of developing human resource management strategies which might be able to mitigate or even avoid the impact of crises on FLEs (Ertaş et al, 2021). Therefore, this study showed how events gradually triggered employees' sensemaking and interorganizational measures during the COVID-19 crisis in the tourism and hospitality industry.…”

Section: Conclusion and Recommendationsmentioning

confidence: 79%

‘We did everything we could’: how employees’ made sense of COVID-19 in the tourism and hospitality industry

Bichler

Petry

Peters

2021

Current Issues in Tourism

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This study locates the COVID-19 pandemic in the realm of crisis management and by applying a novel paradox and sensemaking perspective, we illustrate how tourism organizations dealt with tensions between maintaining business as usual and preparing for the uncertain in the midst of an imminent winter season. We argue that it is not so much the novelty of the COVID-19 crisis per se but the paradoxes it created that should be considered if we are to understand how the crisis management of organizations unfolded in practice. We zoom in on the ad-hoc crisis management practices of small and medium-sized enterprises which have barely been analyzed through the lens of how they handled the pandemic and address this gap from the perspective of employees on the frontline. Using 22 interviews with regular and seasonal employees as a database, we show how employees perceived organizational attempts to manage the crisis and explore the interplay between organizational responses and employees' individual sensemaking/sensegiving attempts for coping with a paradoxical situation. Our contribution emphasizes paradox recognition as a critical sensemaking outcome for navigating an extraordinary crisis situation. The implications highlight several measures for coping with crises and securing operations once they are over.

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Section: Conclusion and Recommendationsmentioning

confidence: 79%

‘We did everything we could’: how employees’ made sense of COVID-19 in the tourism and hospitality industry

Bichler

Petry

Peters

2021

Current Issues in Tourism

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“…Despite government assistance programs, due to the accumulating financial problems of enterprises, we assume an increase in the number and value of non-performing loans in the aftermath of the COVID-19 pandemic (Ertaş et al, 2021;Liu et al, 2020). We put forward the following research hypothesis.…”

Section: Methodsmentioning

confidence: 99%

“…Beck et al (Beck et al, 2015), using panel data from 75 countries worldwide, reveal that share of non-performing loans substantially increase during global financial crisis 2008-2009. Ertas et al (Ertaş et al, 2021), based on the data about Turkish enterprises, show that entrepreneurs face difficulties in repaying and recovering loans during crisis periods. Liu et al (2020) also reveal that non-performing loans of EU and BRICS countries have substantially increased after the global financial crisis 2008-2009. Our contribution is that we are the first to examine the impact of COVID-19 on the market of loans granted to micro-entrepreneurs and farmers.…”

Section: Introductionmentioning

confidence: 99%

The impact of covid-19 pandemic on credit financing of microenterprises and farmer business activity in Poland

Zając¹,

Wielechowski²,

Czech³

2021

JoMS

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The novel coronavirus pandemic has hit the Polish economy, including business activity. The paper aims to assess the impact of COVID-19 on the credit financing of microenterprises and farmers in Poland. We analyse investment loans and working capital loans, particularly the changes in the number and value of these loans, the number of loan enquiries, and the share of non-performing loans. The research period covers the two-year period, including the pre-COVID-19 subperiod from March 2019 till February 2020 and the COVID-19 subperiod from March 2020 till February 2021. We obtain monthly data from BIK. The BIK Group is the main source of credit and economic information in Poland. The study reveals a significant decrease in the number and value of investment loans and working capital loans during the COVID-19 period compared to the pre-COVID-19 period both in groups of microenterprises and farmers. Surprisingly, despite the difficult time for entrepreneurs, the COVID-19 pandemic significantly reduced the number of loans enquiries. As we expected, the number and value of non-performing loans increase due to the COVID-19 pandemic. However, the value of non-performing investment loans in the group of microenterprises increased marginally.Our research can be helpful for decision-makers and credit market participants, including national governments, financial market supervisory institutions, banks, and micro-entrepreneurs, and farmers.

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“…In addition, 65% of the professional associations that canceled an event lacked sufficient insurance coverage to offset the costs incurred by that cancellation (West and Whedbee, 2020). Facing prohibitions on holding annual gatherings and other face-to-face activities that would normally generate substantial portions of their total revenue, organizations tended to make budgetary changes (Ertaş et al , 2021). However, to develop sustainable revenue sources rather than constantly focusing on budget-cutting measures or staff reductions, professional associations must identify what impact they can have on their members and the broader communities they serve (Hager, 2014; Wang and Ki, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…As the hospitality and tourism industry is not immune to external factors beyond the pandemic, such as natural disasters, economic recession and terrorism, studies on recovery strategies and crisis and risk management have been conducted in a wide range of contexts: financial recovery strategies for restaurants (Yost et al , 2021), crisis management practices among tourism enterprises (Ertaş et al , 2021) and recovery marketing after crises in the tourism industry (Orchiston and Higham, 2016). However, there is a paucity of research on crisis management for the event industry, particularly concerning the role of professional associations.…”

Section: Introductionmentioning

confidence: 99%

Professional event associations in crisis: exploring the relationship between recovery strategy fit and organizational commitments from the perspective of members

Jung

Kang

Shin

2022

IJCHM

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Purpose This study aims to explore how professional event associations’ recovery strategies are perceived by members and to measure the consequent influence of the perceived fit of recovery strategies on organizational identification (OI), consistent behavioral intentions and long-term commitment intentions. Design/methodology/approach Data were collected from current members of professional event management associations who work not only as event planners but also as service providers in the hospitality and tourism industry. The authors used partial least squares structural equation modeling to test the proposed model. Findings The perceived fit between recovery strategy and internal domains, the self in particular, was found to be the most important in exerting effects directly on OI, and its indirect effects are significant on all the behavioral intentions toward the association, while the perceived fit of recovery strategy with external domains, especially the industry, was not significant with any of the other factors. Practical implications The findings from the present study provide professional event association leaderships with significant managerial implications in establishing a sustainable business model to retain current members and increase their intentions toward consistent engagement and long-term commitment. Originality/value Stepping forward from the strategic management and organizational behavior literature in the private sector, the authors shed light on a crisis recovery mechanism of professional associations in the event industry, to the best of the authors’ knowledge, the first such attempt in the event management literature.

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Effects of crisis on crisis management practices: a case from Turkish tourism enterprises

Cited by 20 publications

References 54 publications

‘We did everything we could’: how employees’ made sense of COVID-19 in the tourism and hospitality industry

‘We did everything we could’: how employees’ made sense of COVID-19 in the tourism and hospitality industry

The impact of covid-19 pandemic on credit financing of microenterprises and farmer business activity in Poland

Professional event associations in crisis: exploring the relationship between recovery strategy fit and organizational commitments from the perspective of members

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