Overcoming the unprecedented: Micro, small and medium hospitality enterprises under COVID-19

Alonso, Abel Duarte; Bressan, Alessandro; Kok, Seng Kiat; Sakellarios, Nikolaos; Vu, Oanh Thi Kim; O’Shea, Michelle; Koresis, Alex; Solis, María Alejandra Buitrago; Santoni, Leonardo J.

doi:10.1016/j.ijhm.2022.103201

Cited by 21 publications

(12 citation statements)

References 38 publications

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“…Kim et al (2021) analyzed from a customer's perspective and highlighted how fear of infection and uncertainty about safety and hygiene levels led to a lower interest in dining at restaurants. The inability to predict the number of guests, accompanied by the reality of reduced travel, can generate a similar climate of uncertainty for restaurant managers (Alonso et al, 2020).…”

Section: Covid-19 Pandemic-related Challenges and Strategic Renewalmentioning

confidence: 99%

Crisis innovation: a study of Michelin-starred restaurants' strategic renewal and alignment

Gottardello

Karabag

2022

IHR

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PurposeUsing the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.Design/methodology/approachThe study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.FindingsFour key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.Originality/valueThe findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.

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Section: Covid-19 Pandemic-related Challenges and Strategic Renewalmentioning

confidence: 99%

Crisis innovation: a study of Michelin-starred restaurants' strategic renewal and alignment

Gottardello

Karabag

2022

IHR

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“…It has been argued that COVID-19 caused an approximately 50% drop in global tourism revenue in 2020 (Baum et al , 2020) and threatened the jobs of approximately 120 million employees in this sector (Sigala, 2020). Such global disruptions resulting from the spread of COVID-19 have been referred to as extreme because, as an extreme event, the pandemic has created extreme work contexts and sometimes also extreme jobs (Grima et al , 2020; Alonso et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

“…However, despite the spread of COVID-19, it is rather difficult to classify hospitality-related jobs as extreme. However, the context of work in the hospitality sector has become extreme due to the manifold influences of COVID-19 (Alonso et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

Talent management practices in the extreme context of hospitality sector: an exploratory study

Arslan

Szczepańska-Woszczyna

2022

IJOA

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Purpose This paper aims to specifically analyse the extent to which talent management practices in the post-COVID-19 era differ from those before the pandemic in the extreme work context of Egyptian hospitality sector. Design/methodology/approach The study uses an exploratory qualitative research approach where semi-structured interviews were conducted with 30 full-time employees working at hotels in Sharm El-Sheikh (Egypt). Moreover, thematic analysis was undertaken on the interview transcripts. Findings The findings revealed that in the post-COVID-19 era, the case hotels exclusively use the inclusive talent management approach, in which all staff are recognised by the management as talents with the same workplace privileges. This approach helped to mitigate the negative influences caused by the COVID-19 pandemic. Moreover, the findings highlighted the criticality of competencies such as multitasking along with in hospitality sector employees in relation to extreme context necessitated by COVID-19. The findings further established that when facing extreme events, such as COVID-19, a shift in training activities towards activating positive mental health and effective shock management among employees is also needed. This study found that organisational support and continuous learning play a vital role in individual employees’ resilience development, which also helped in retaining them. Originality/value This paper is one of the pioneering empirical studies on the relationship between talent management practices in extreme contexts and the influences of global disruptions resulting from COVID-19. Moreover, it is one of the few studies to specifically undertake a comparative assessment of the differences in talent management practices pre- and post-COVID-19 time period in the hospitality sector. The study findings contribute to multiple literature streams including extreme context, hospitality, human resource management and transaction stress model.

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“…Several studies considered general crisis management during the COVID-19 pandemic ( Lai & Wong, 2020 ; Smart, Ma, Qu, & Ding, 2021 ), and some targeted specific areas of management such as safety leadership ( Zhang, Xie, et al, 2020 ; Zhang, Zhang, & Liu, 2020 ), safety performance management ( Kim, Kim, & Lee, 2021 ), business model innovation ( Breier et al, 2021 )), corporate social responsibility marketing ( Zhang et al, 2021 ), human resource management ( Agarwal, 2021 ), revenue management ( Guillet & Chu, 2021 ), “untact” hospitality adoption ( Ghaderi, Butler, & Béal, 2022 ), and corporate narrative strategies ( Im, Kim, & Miao, 2021 ). Due to their small size and great flexibility in the face of threats ( Eggers, 2020 ), micro, small, and medium hospitality enterprises (MSMEs) adapt to a crisis by mobilizing resources, revisiting business models, introducing new creative approaches (transforming-reconfiguring), and nurturing dynamic capabilities, thus obtaining sustainable development ( Alonso et al, 2022 ). Their resilient practices during COVID-19 also included hygiene concerns, increased promotions through social media, innovative marketing practices, reduced operating costs, and employee training ( Burhan et al, 2021 ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The effect of hotel employee resilience during COVID-19: The moderation role of perceived risk and challenge stressors

Xie

Zhang

Chen

et al. 2023

Tourism Management Perspectives

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Overcoming the unprecedented: Micro, small and medium hospitality enterprises under COVID-19

Cited by 21 publications

References 38 publications

Crisis innovation: a study of Michelin-starred restaurants' strategic renewal and alignment

Crisis innovation: a study of Michelin-starred restaurants' strategic renewal and alignment

Talent management practices in the extreme context of hospitality sector: an exploratory study

The effect of hotel employee resilience during COVID-19: The moderation role of perceived risk and challenge stressors

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