Exploring disaster resilience within the hotel sector: A systematic review of literature

Abstract

A B S T R A C TWithin the tourism industry, the hotel sector's vulnerabilities are multi-faceted. This literature discussion scrutinizes how disaster and resilience is framed for the tourism sector, and, more specifically, how the concepts can be applied to the hotel sector. A synthesis of the literature points to the importance of prioritizing disaster resilience building for the hotel sector. The body of literature regarding disasters, tourism, and more specifically hotels, has increased over the last 20 years, still improvements in the hotel sector's disaster preparedness and do not appear to be on the same trajectory. Illustrating the predicament of the contemporary hotel industry serves to open a discussion about the value of building resiliency to disaster for hotels. As the numbers of people affected by disasters grows, the importance of providing actionable information to limit the severity of these events on communities also escalates in pace. Aggravating the influence of disasters on tourism further is the http://dx.

Tourism resilience in the context of integrated destination and disaster management (DM2)

“…Natural hazards are common occurrences, and tourism is among those economic sectors that are most vulnerable to their impacts (Brown, Rovins, Feldmann‐Jensen, Orchiston, & Johnston, ). In this regard, vulnerability refers to “the extent to which a community, system or asset is susceptible to the damaging effects of a particular hazard” (Becken & Khazai, , p. 97).…”

“…Indeed, preventing the disaster from onset is ideal but not always possible due to the number of vulnerabilities present at a destination and/or within its TBs. This pinpoints the importance of developing preparedness measures at the predisaster stage (Miller & Ritchie, ) and ensuring stakeholder collaboration aiming to manage the effects of disasters (Brown et al, ) including the negative impact on the consumer perception of a destination (Hystad & Keller, ). The postdisaster stages offer a learning opportunity for destinations and the tourism enterprises within (Wilkinson et al, ) and provide a medium to redefine the destination through (re‐) development (Seraphin, ).…”

Building tourism organizational resilience to crises and disasters: A dynamic capabilities view

“…The accommodation and F&B sector are able to service the needs of community needs after disasters (Hystad & Keller, 2006), such as using Airbnb accommodation to provide homes for tourists and aid workers (Hajibaba, Karlsson, & Dolnicar, 2017). Furthermore, informal (or small) tourism organizations (Biggs, 2011;Nieves et al, 2016;Orchiston, 2013;Prayag et al, 2018); and tourism resilience (Biggs, 2011;Orchiston, 2013;Orchiston et al, 2016) Hystad and Keller (2006), Cioccio and Michael (2007), Biggs (2011), Orchiston (2013), Ghaderi et al (2014), Prayag et al (2018), and Nieves et al (2016) (e.g., in family ownership) usually have lower capital investment than formal (or large) tourism organizations but have higher levels of social capital from the community (Biggs et al, 2012), which is found to be positively related with organizational resilience (Brown et al, 2017;Calgaro & Lloyd, 2008;Chowdhury et al, 2018).…”

“…The accommodation and F&B sector are able to service the needs of community needs after disasters (Hystad & Keller, ), such as using Airbnb accommodation to provide homes for tourists and aid workers (Hajibaba, Karlsson, & Dolnicar, ). Furthermore, informal (or small) tourism organizations (e.g., in family ownership) usually have lower capital investment than formal (or large) tourism organizations but have higher levels of social capital from the community (Biggs et al, ), which is found to be positively related with organizational resilience (Brown et al, ; Calgaro & Lloyd, ; Chowdhury et al, ).…”

“…In recent years, researchers have started to build conceptual models (e.g., Amore et al, 2018;Hall et al, 2017) and apply a crossdisciplinary lens of disaster resilience (Brown, Rovins, Feldmann-Jensen, Orchiston, & Johnston, 2017) in conceptualizing how organizations build and manage resilience. From these studies, it is evident that three critical dimensions form organizational resilience include individual resilience (people), systems resilience (processes), and supply chain resilience (partnerships; Hall et al, 2017).…”