Exploring disaster resilience within the hotel sector: A case study of Wellington and Hawke's Bay New Zealand

Brown, Nancy; Feldmann-Jensen, Shirley; Rovins, Jane E.; Orchiston, Caroline; Johnston, David

doi:10.1016/j.ijdrr.2021.102080

Cited by 15 publications

(15 citation statements)

References 30 publications

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“…First, our study extends the stream of research on resilience from crises in the hospitality and tourism discipline by examining how hospitality employees, particularly redundant or laid-off ones, grow resilient amid the COVID-19 crisis in an Asian emerging market context (Vietnam). This distinguishes our study from the extant hospitality and tourism research, which has mainly investigated resilience from crises at the macro levels such as organizations or industry (Brown et al, 2018;Brown et al, 2019;Prayag et al, 2020;Sigala, 2020). Research has been scarce in terms of resilience among workers during crises, particularly in the tourism and hospitality industry (Mao et al, 2020;Prayag et al, 2020).…”

Section: Theoretical Implicationsmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

“…The literature in the hospitality and tourism discipline has investigated the impacts of the crises in general and epidemics in particular on this industry (Brown et al, 2018;Brown et al, 2019). However, it has focused more on disasters (Brown et al, 2018;Brown et al, 2019;Prayag et al, 2020) than epidemics (Benjamin et al, 2020;Jiang and Wen, 2020;Mao et al, 2020;Sigala, 2020). Furthermore, research on the impacts of crises or epidemics on the hospitality and tourism industry has tended to assess the resilience of the industry or organizations in it (Brown et al, 2018;Brown et al, 2019;Prayag et al, 2020;Sigala, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…However, it has focused more on disasters (Brown et al, 2018;Brown et al, 2019;Prayag et al, 2020) than epidemics (Benjamin et al, 2020;Jiang and Wen, 2020;Mao et al, 2020;Sigala, 2020). Furthermore, research on the impacts of crises or epidemics on the hospitality and tourism industry has tended to assess the resilience of the industry or organizations in it (Brown et al, 2018;Brown et al, 2019;Prayag et al, 2020;Sigala, 2020). Scant scholarly attention has been devoted to how redundant or dismissed employees in the tourism industry experienced a pandemic crisis (Elshaer and Saad, 2017; as well as grew resilient through it (Karim et al, 2020;Mao et al, 2020;Martins et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Employer event communication and hospitality workers’ resilience during the COVID-19 crisis: the role of core beliefs examination and family support

Tuan

2021

IJCHM

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Purpose Hospitality is one of the industries severely impacted by the COVID-19 pandemic. It is vital to comprehend how to help the workforce in this service sector grow resilient through such a crisis. This paper aims to unpack the role of employer event communication in promoting hotel workers’ resilience. Design/methodology/approach The data were garnered from 462 hotel workers who were on unpaid leave or layoff during the hotel shutdown. Findings The results unfolded the positive link between employer event communication and hotel workers’ resilience, for which core beliefs examination served as a mediation mechanism. Family support was found to moderate the effect of employer event communication on core beliefs examination. Practical implications The findings indicate to hospitality organizations that in face of a crisis such as the COVID-19, their employee resilience can be activated if they implement event communication activities. They should further realize that their support should go hand in hand with family support in fueling employee resilience from the crisis. Originality/value This study advances the understanding of how and when to promote resilience among hotel workers during a pandemic crisis.

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Section: Theoretical Implicationsmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Employer event communication and hospitality workers’ resilience during the COVID-19 crisis: the role of core beliefs examination and family support

Tuan

2021

IJCHM

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“…It implies that in the absence of guest income, hotels may consider having other sources of funds and tapping other possible markets within the accommodation sector. According to Brown et al (2021), hotel owners' attention to continuous income despite the disruptions suggests that employees are valuable commodities for hotels. Moreover, diverse income streams can help a business weather market changes (Brown et al, 2019).…”

Section: Resultsmentioning

confidence: 99%

Organizational capital and resilience of hotels amidst the COVID-19 pandemic

Ocampo¹,

Ylagan²

2022

IJRSM

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The Coronavirus disease pandemic that struck the world last 2019 has severely impacted the hospitality and tourism industry sector, evidenced by the decrease in visitor arrivals and tourism revenues. Aligned with the UN Sustainable Development Goal of Decent Work and Economic Growth, this paper explores hotel organizations in terms of organizational capital and resilience amidst the pandemic. Data from 202 survey questionnaires were collected from managers, supervisors, and rank-and-file hotel employees of Department of Tourism (DOT) accredited hotels in Region 4A CALABARZON, Philippines. Interviews were also conducted to substantiate the results. In terms of profile, the majority of the hotel employees are between 25 to 40 years old, female, occupying rank-and-file positions, with Bachelor's degrees, and 1 to 8 years of work experience. Resultsshow that the strengths of the organizational capital of hotels are the available resources to withstand the COVID-19 crisis, open and constant communication with stakeholders, sufficient knowledge and skills of the employees, and the ability to adapt to changing business environment post-pandemic. Hotels are found to be resilient because of their resilience ethos, situation awareness, adaptive capacity, and remarkable ability to manage vulnerabilities. This study concludes a highly significant positive relationship between organizational capital and resilience, which means that a more substantial organizational capital correlates to stronger organizational resilience. This study recommends specific courses of action for organizational capital development and hotel resiliency programs to guide hotels in navigating the new normal.

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Tourism and Resilience

Amore

2024

The Wiley Blackwell Companion to Tourism

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Exploring disaster resilience within the hotel sector: A case study of Wellington and Hawke's Bay New Zealand

Cited by 15 publications

References 30 publications

Employer event communication and hospitality workers’ resilience during the COVID-19 crisis: the role of core beliefs examination and family support

Employer event communication and hospitality workers’ resilience during the COVID-19 crisis: the role of core beliefs examination and family support

Organizational capital and resilience of hotels amidst the COVID-19 pandemic

Tourism and Resilience

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