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Hospitality & Tourism Management Masters Theses Collection

Theses from 2013 2013.

The Impact of Self-Service Technologies in the Hotel Industry on Employee Job Satisfaction , Erin M. Mosher, Hotel & Tourism Management

Relationships among Source Credibility of Electronic Word of Mouth, Perceived Risk, and Consumer Behavior on Consumer Generated Media , Mei-hsin Wu, Hotel & Tourism Management

Theses from 2012 2012

The Effect of Menu Nutrition Labels on Consumers' Dietary Decision Making , Diane M. Lowe, Hotel & Tourism Management

The Economic Significance Study on the Volleyball Hall of Fame and Its Charitable Impressions , Feng Xu, Hotel & Tourism Management

Theses from 2010 2010

Revenue Management And Perceptions Of Fairness , Choongbeom Choi, Hotel & Tourism Management

Excess Return Estimate and Risk Factors in Hospitality Firms , Genti Lagji, Hotel & Tourism Management

Students’ Perceptions of Effectiveness of Hospitality Curricula and Their Preparedness , Imran Rahman, Hotel & Tourism Management

Theses from 2009 2009

Presenteeism: A Comparative Analysis , James E. O'donnell, Hotel & Tourism Management

Theses from 2008 2008

Senses of Place , Catalin I. Cighi, Hotel & Tourism Management

College Student Gambling: Examining the Effects of Gaming Education Within a College Curriculum , Maryann Conrad, Hotel & Tourism Management

Theses from 2007 2007

Price Bundling in Online Travel Markets: An Exploratory Study , Jinhoo Kim, Hotel & Tourism Management

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Home > USC Columbia > Hospitality, Retail and Sports Management, College of > Hospitality and Tourism Management > Hospitality and Tourism Management Theses and Dissertations

Hospitality and Tourism Management Theses and Dissertations

Theses/dissertations from 2023 2023.

Platform of Growth: An Analysis of Earnings and Social Media Engagement Among Esports Athletes , Colleen Marie Dibble

Capturing Visuals in Hospitality: A Multi-Dimensional Exploration of Photographs in Interdisciplinary Research , Ningqiao Li

Employee Experience in the U.S. Casual Dining Restaurant Industry: Conceptualization, Scale Development, and Effects on Employees’ Retention , Xiao Ma

Effects of AI Voice Assistants’ Messages on Pro-environmnetal Consumer Behavior: Message Content and Voice Attributes , Somang Min

An Examination of Celebrity Product Involvement and Endorsement Effectiveness , Eric Nichols

Southeastern Conference (SEC) International Student-Athlete (ISA) Career Transitions - A Cultural Intelligence (CQ) Perspective , Tsu-Lin Yeh

The Impact of Interactivity on Information Processing for Virtual Tourist Destinations , Hongxiao Yu

Decoding Trustworthiness and Helpfulness of Online Reviews In Hospitality: A Reader-Centric Perspective , Xiaonan Zhang

Theses/Dissertations from 2022 2022

Customer Touchpoint: Conceptualization, Index Development, and Nomological Validation , Hyunsu Kim

“No Tits in the Pits!”: An Exploratory Analysis of the Experiences of Female Decision Makers in Motorsports in the United States , Alexia Pedo Lopes

Affective Risk Perceptions Toward Travel in a COVID Era: Policy and State Political Influences , Chloe Riley

Theses/Dissertations from 2021 2021

“The Lifeblood of College Sports”: The NCAA’s Dominant Institutional Logic and the Byproducts of an (Over)emphasis on Recruiting , Chris Corr

Customers’ Acceptance of Automated Hotel , Jianhong Feng

Effects of Information Exposure, Emotions, and Self-Efficacy On Risk Perception and Travel Intention During the COVID-19 Pandemic , Chunsheng Jin

Positioning Customer Service Through Customer Journey Mapping in Service Consumption and Recovery , Dan Jin

Does the Tendency of Loss Aversion Depend On The Level of Competition? Evidence From Multilevel Esports Tournaments , Zeqing Mao

The Impact of Social Media Account Types on Travel Intention , Nuri Seo

Technology Experience: Measurement Development and Validation , Hyejo Hailey Shin

Why Do Tourists Accept Lodging Through Accommodation Sharing Platforms? Model Development and Model Comparison , Ge Zhu

Theses/Dissertations from 2020 2020

The Downside of National Team Identity: A Model to Measure Negative Outcomes of Team Identity , Fei Gao

Newcomer Student-Athlete Perceptions of Coaches’ Socialization Strategies: Scale Development , Evelyn Su Jara-Pazmino

Comparing the Success of Official Sponsors and Ambush Marketers: An Event Study Analysis of Brazil Following the 2014 Fifa World Cup and 2016 Rio de Janeiro Summer Olympic Games , Timothy Koba

The Impact of Hotel Service Robot Appearance and Service Attributes on Customer Experience , Chuhan Thomsen

The Economic Impact of Tennis in South Carolina , Xue Zhang

Theses/Dissertations from 2019 2019

The Importance of Twitter to Destination Marketing Organizations , Tatiana Allgeyer

Finding the Perfect Match: Dimension Analysis and Development of the External Sponsorship Congruence Scale , Kelly Evans

Premium Seating in College Athletics: Trends of Today and the Future , Kendra Holaday

“WE NEED DAWGS!”: Narrative Construction of Athletic Identity Among Black High School Football Players , Victor Dion Kidd

Measuring Long-Term Advertising Effects in the Tourism and Hospitality Industry , Rui Qi

Selling Rooms and Making Money in the Lodging Industry: Analyzing the Effects of RevPAR and GOPPAR Together , Thomas Rogers

Investigating Managerial Priority of Environmental Inputs and Outputs in Public Assembly Venues , Walker Ross

Theses/Dissertations from 2018 2018

College Students and Corporate Social Responsibility: An Examination of Corporate-Social Responsible Behavior in College Athletics From the Students’ Perspective , R. Jacob Gilbert

An Analysis Of Perceptions Of Restaurant Authenticity At Food Tourism Destinations In The Southeastern U.S , Jamie A. Levitt

Theses/Dissertations from 2017 2017

Motivation To Play Esports: Case of League of Legends , Yaoyao Sun

Theme Park Demand, Theme Park Attractiveness, and Visitors’ Theme Park Choices , Yingsha Zhang

Theses/Dissertations from 2016 2016

An Examination Of Destination Choice Behavior Using Meme Maps, Images and Decision Making Styles , Hilmi Atahan Atadil

Memorable Dining Experiences: Formative Index And Model Development , Yang Cao

Theses/Dissertations from 2015 2015

The Influence of Warmth and Competence Perceptions on Employees’ Attitudinal and Behavioral Responses in Casual Dining Restaurants , Diego Riva Humbert Bufquin

Media Effect on Resident Attitude Toward Hosting the Olympic Games: A Cross-National Study Between China and the USA , Qiulin Lu

Self-Determination Theory and Wellness Tourism: How Do Wellness Facilities Contribute to Wellbeing? , Karen I. Thal

Theses/Dissertations from 2014 2014

Understanding Destination Choice from a Cultural Distance Perspective , Hongbo Liu

Revisiting Gender Constraints and Benefits in Leisure Tourism: Man-Up, It’s Time to Travel Like a Woman , Holly L. Rabin

Theses/Dissertations from 2013 2013

Responding to Tripadvisor: How Hotel Responses to Negative Online Reviews Effect Hotel Image, Intent to Stay, and Intent to Return , Tiffany Avant

An Analysis of The Possibilities of Applying The North American Management Model to Most Large-Scale Sports Facilities in China , XI LI

Examining Long-Haul Chinese Outbound Tourists' Shopping Intentions , Pei Zhang

Theses/Dissertations from 2012 2012

Is the Current United States Tennis Association's Adult League System Restrictive? , Edward Horne

Manager Training In the Hotel Environment and Its Effect On Employee Turnover Intentions , Kristin Marie Malek

Theses/Dissertations from 2011 2011

Examining Japanese tourists' U.S.-Bound Travel Constraints , Lin He

Theses/Dissertations from 2010 2010

Hotel Guests' Intentions to Choose Green Hotels , Amy Elizabeth Jackson

Green Inside and Out: Case Study On Green Events In Large Public Assembly Facilities , Peyton Jeter

Theses/Dissertations from 2009 2009

Motivations and Constraints of Chinese Outbound tourists: A Case Study , Chengting Lai

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Ms in hospitality management (thesis).

Graduate students interested in conducting research in hospitality and tourism management research during graduate and post-graduate studies can choose the thesis track of the Master of Science in Hospitality Management. This program is ideal for those who hope to pursue a Ph.D. in the future.

This 33-credit program includes a three-credit thesis course and a three-credit elective.

Program at a glance

• Ranked the #6 program in the US by QS World University Rankings
• We have the most graduates earning the highest starting salaries compared to any other Florida State University hospitality program
• Can be completed in as little as 12 months !
• Career Services department dedicated solely to Hospitality Students
• A national, star-studded, five-day destination event showcasing the talents of the world’s most renowned wine and spirits producers, chefs, and culinary personalities.
• 1-year of Optional Practical Training (OPT) upon graduation
• In-state student tuition, on-campus: $15,015
• Out-of-state and international student tuition, on-campus: $33,033
• Fully online program: $24, 750

See testimonials from our former students

Core requirements – 33 credits

• Accounting & Financial Management: 3
• Global Issues in Hospitality & Tourism: 3
• Research and Statistical Methods: 3
• Hospitality and Tourism Industry Research Analysis: 3
• Marketing & Sales in Hospitality & Tourism: 3
• Hospitality Law Seminar: 3
• Revenue Management OR Feasibility Studies OR Restaurant Development: 3
• Organizational Behavior in the Hospitality Industry: 3
• Hospitality Elective: 3
• Thesis I: 3
• Strategic Management for Hospitality and Tourism: 3

Thesis track guidelines

Students in the thesis track are expected to familiarize themselves with procedures and expectations as outlined in the Hospitality Management Thesis Track Guidelines.

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Apply to FIU to enroll in the Master of Science in Hospitality Management today!

Non-thesis option

Earn an advanced degree without a required thesis in the Master of Science in Hospitality Management program. This non-thesis option also has an accelerated track, which can be completed online in 12 months.

To read this content please select one of the options below:

Please note you do not have access to teaching notes, empowering leadership in hospitality and tourism management: a systematic literature review.

International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 13 September 2021

Issue publication date: 16 November 2021

This study aims to review the empirical studies on empowering leadership in hospitality and tourism and proposes an associated research agenda.

Design/methodology/approach

A disciplined selection process using transparent inclusion and exclusion criteria resulted in a final sample of 25 empirical studies. The research results from these studies were systematically analyzed using content analysis.

The synthesis of these articles highlights that: studies on empowering leadership in hospitality and tourism are mainly based on motivational theories and theories with a social orientation; empowering leadership has been examined within various cultures mostly using quantitative methods; multiple instruments are used to measure empowering leadership; and empowering leadership is a variously defined construct that has been found to promote creativity and innovation, service performance and various employee attitudes and behaviors.

Research limitations/implications

The authors provide an integrated framework for empowering leadership in hospitality and tourism contexts, proposing theoretical implications and directions for further research.

Practical implications

This review identified growing research interest in empowering leadership in diverse hospitality and tourism contexts, as well as an increasing impetus to understand how leaders can effectively empower their subordinates.

Originality/value

The study provides a systematic understanding of empirical research examining the theoretical frameworks, antecedents, mediators, moderators and consequences of empowering leadership in various hospitality and tourism contexts. Significant opportunities remain for further research to address the gaps and limitations discovered.

• Empowering leadership
• Hospitality
• Systematic literature review

Acknowledgements

The authors confirm that this article is partly derived from the first author’s doctoral thesis submitted to Victoria University, Australia. An earlier version of the article was presented at The British Academy of Management Conference and was awarded Best Paper Award in the leadership track. Only an abstract of the paper was published in the conference proceedings.

Hoang, G. , Wilson-Evered, E. , Lockstone-Binney, L. and Luu, T.T. (2021), "Empowering leadership in hospitality and tourism management: a systematic literature review", International Journal of Contemporary Hospitality Management , Vol. 33 No. 12, pp. 4182-4214. https://doi.org/10.1108/IJCHM-03-2021-0323

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Home > Theses and Dissertations > 1200

UNLV Theses, Dissertations, Professional Papers, and Capstones

Leadership skills and challenges in hospitality management education.

Valentini Kalargyrou , University of Nevada, Las Vegas

Degree Type

Dissertation

Degree Name

Doctor of Philosophy in Hospitality Administration

Hotel Administration

First Committee Member

Robert H. Woods, Chair

Second Committee Member

Bo Bernhard

Third Committee Member

Carl Braunlich

Graduate Faculty Representative

Robert Tracy

Number of Pages

Leaders in hospitality management education face diverse challenges in today's competitive and changing environment. Evolving demands from superiors, financial challenges, and faculty and students increasing demands, create a turbulent environment in which administrators must thrive. One of the keys in being effective leaders is the application of the necessary leadership skills.

Educational leadership; Hospitality industry—Management; Hospitality industry--Management--Study and teaching; Leadership

• Disciplines

Business | Business Administration, Management, and Operations | Education | Hospitality Administration and Management

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University of Nevada, Las Vegas

Signatures have been redacted for privacy and security measures.

Repository Citation

Kalargyrou, Valentini, "Leadership Skills and Challenges in Hospitality Management Education" (2009). UNLV Theses, Dissertations, Professional Papers, and Capstones . 1200. http://dx.doi.org/10.34917/2754245

IN COPYRIGHT. For more information about this rights statement, please visit http://rightsstatements.org/vocab/InC/1.0/

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Master of Science in Hospitality Management (MSHM)

The Boston University School of Hospitality Administration’s Master of Science in Hospitality Management (MSHM) degree is a two-year research-focused program designed for students who are interested in pursuing the path of academic research. 

Request Information Apply to the MSHM Application Requirements

The MS degree program aims to build your knowledge in hospitality administration, research methodology, and statistics. It empowers you to own your original research on a topic that reflects your academic interest. The program also formally prepares you for PhD studies in hospitality and tourism management and a teaching career in academia. Students who wish to pursue a career in Research & Development or Analytics would also benefit from this curriculum.

The Master of Science in Hospitality Management is currently designated by US Department of Homeland Security (DHS) as a  STEM -eligible degree program. International students in F-1 student status may be able to apply for a 24-month extension of their 12-month Optional Practical Training (OPT) employment authorization.  More information about  STEM  OPT  eligibility is available from the BU International Students and Scholars Office (ISSO).

MS in Hospitality Management Program Highlights

• Program Length: 2 years 
• Learning Format: Full-time in-person
• Thesis required
• Paired with a faculty member for research

All admitted students receive a $10,000 scholarship !

Specialize in analytics and research – the core of the mshm program.

The STEM-designated Master of Science in Hospitality Management degree caters to individuals with moderate to extensive industry experience, but it also welcomes students with limited to no industry experience. 

Aiming to prepare students for Doctorate level study, the MSHM is rooted in analytics and innovation while providing students with in-depth exposure to the hospitality industry.  Through hands-on projects, engaging dialogues with instructors and peers, and faculty-guided research, students gain the confidence and competency to enter a PhD program with a thesis. Students are also empowered to transform existing hospitality practices and theoretical frameworks with their academic research projects.

The idea of a PhD prep master’s program is groundbreaking. There is currently a great need for diverse faculty in the hospitality field, and the MSHM degree is designed for students who may not have considered a career in academia before.

A Research-Focused Curriculum

The Master of Science in Hospitality Management program curriculum consists of 44 credits (13 courses) and can be completed over the course of two years. 

The MSHM curriculum will expose students to a variety of quantitative and qualitative research methodologies. Students will work on a master’s level thesis project that will make a substantive contribution to the field. Areas of study include, but are not limited to: · Finance · Operations · People Strategies · Marketing · Experience Design · Real Estate · Senior Living

Once courses in these areas of study, along with courses in research methodology and statistical analysis are completed, students will be ready to examine their research topics under the guidance of the faculty advisors. Students will learn how to best present their work for both academic and industry purposes. To graduate, students are required to complete their original research projects and present their theses to the faculty. Students will also be advised by the SHA graduate affairs office and supported by Boston University’s Office of Research.

MSHM Curriculm

Distinguished Faculty Mentors at SHA

MS students will be paired with an SHA research faculty member in their first semester. This faculty member will assist them with creating a research plan and course selection to prepare for the final goal of creating a piece of original research in the form of a Master’s Thesis.  The faculty members of the Master of Science in Hospitality Management program have a wealth of research experience with diverse backgrounds in different disciplines, including marketing, finance, leadership, entrepreneurship, and more. As your mentors and advisors, they inspire new ideas, foster independent study, provide feedback on coursework, and support you to become a thought leader in hospitality.  

Apostolos Ampountolas

Assistant Professor of Hospitality Finance

Assistant Professor of Revenue Management

Richard Currie

Assistant Professor of Leadership and Workplace Psychology

Assistant Professor of Hospitality Analytics

Makarand Mody

Associate Professor of Hospitality Marketing; Director, Research; Chair of Undergraduate Programs

Our faculty are proudly leading the way in hospitality research. SHA hosted the 2022 Research Conference, A Critical Reflection on the Future of Hospitality , in partnership with the International Journal of Contemporary Hospitality Management. This international conference aimed at providing critical, reflective thought leadership on the future of the hospitality industry in line with the philosophy of one of the leading academic journals in the field.

Meet our faculty

Apply to SHA’s MS in Hospitality Management Program!

Start your research career and explore your potential in academia with a STEM-designated Master of Science degree in Hospitality Management from Boston University SHA.  Contact our admissions team to learn more about this program here!

Scholarship & Tuition Info Apply to the MSHM

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Crisis management research (1985–2020) in the hospitality and tourism industry: A review and research agenda

Associated data.

The global tourism industry has already suffered an enormous loss due to COVID-19 (Coronavirus Disease 2019) in 2020. Crisis management, including disaster management and risk management, has been becoming a hot topic for organisations in the hospitality and tourism industry. This study aims to investigate relevant research domains in the hospitality and tourism industry context. To understand how crisis management practices have been adopted in the industry, the authors reviewed 512 articles including 79 papers on COVID-19, spanning 36 years, between 1985 and 2020. The findings showed that the research focus of crisis management, crisis impact and recovery, as well as risk management, risk perception and disaster management dominated mainstream crisis management research. Look back the past decade (2010 to present), health-related crisis (including COVID-19), social media, political disturbances and terrorism themes are the biggest trends. This paper proposed a new conceptual framework for future research agenda of crisis management in the hospitality and tourism industry. Besides, ten possible further research areas were also suggested in a TCM (theory-context-method) model: the theories of crisis prevention and preparedness, risk communication, crisis management education and training, risk assessment, and crisis events in the contexts of COVID-19, data privacy in hospitality and tourism, political-related crisis events, digital media, and alternative analytical methods and approaches. In addition, specific research questions in these future research areas were also presented in this paper.

1. Introduction

A crisis is defined as ‘an unpredictable event that threatens important expectancies of stakeholders related to health, safety, environmental, and economic issues, which can seriously impact an organisation's performance and generate negative comments' ( Coombs, 2019 , p. 3). Today's hospitality and tourism industry is sensitive to various external and internal challenges and crises ( Fink, 1986 ; Henderson, 2003 ; Laws et al., 2005 ; McKercher & Hui, 2004 ). According to McKercher and Hui (2004 , p.101), crises ‘disrupt the tourism and hospitality industry on a regular basis’. The reduction of tourist arrivals and expenditures due to the crises hits the industry and its related stakeholders; and creates vulnerability. Different service providers (consisting of those pertaining to accommodation, transportation, inbound and outbound tourism, and others) may have to suffer for a short or longer period of time before full recovery. Moreover, pressures from competitors also worsened the situations for certain organisations due to the change in comparative and competitive advantages ( Wut, 2019 ). Only a few studies in crisis management were conducted in the early years, and most of them related to crisis impacts on tourism industry ( Blake & Sinclair, 2003 ). Fortunately, a growing body of crisis management studies in the hospitality and tourism industry has emerged over the past decade.

The scope of crisis management includes crisis prevention, crisis preparedness, crisis response and crisis revision ( Hoise & Smith, 2004 ). Detecting any warning signs is an important task in crisis prevention. Crisis preparedness usually involves forming crisis management teams, formulating crisis preparedness plans and training spokespersons. Organisation response is usually under the spotlight. The mechanism by which we learn from a crisis is a central topic under crisis revision ( Crandall et al., 2014 ). Unfortunately, crisis management received insufficient attention in the hospitality and tourism research for decades ( Pforr & Hosie, 2008 ). This research stream started with natural disaster management, terrorism and disease management ( Laws et al., 2005 ). Recently, information technology has been heavily used in the business and tourism sectors ( Buhalis & Law, 2008 ; Navio-Marco et al., 2018 ). Social media is becoming an emerging research focus that triggers new thoughts on crisis management in the contemporary world ( Zeng & Gerritsen, 2014 ). Data security and privacy over confidential company information and customer personal information are the main concerns. Nowadays, given the global outbreak of the COVID-19 pandemic and the economic downturn faced by many countries, crisis management has again attracted organisational and research attention ( Qiu et al., 2020a , b ; Gössling et al., 2020 ).

Crisis management also involves risk management, as crisis happens when risk is not managed properly and effectively. For instance, if tourism providers do not pay attention to risk management may put the lives of the tourists at risk. According to Dorfman and Cather (2013) , risk is the possibility of harm or possible loss. Risk refers to the fluctuation in neutral or negative outcomes that result from an uncertain event on the basis of probability. Risk management is a process in which an organisation identifies and manages its exposures to risk to match its strategic goals. The scope includes goals setting, risk identification, risk measurement, handling of risk and implementation techniques, and effectiveness of monitoring ( Dorfman & Cather, 2013 ).

Crises in extreme scales with catastrophic consequences can be disasters. Disasters normally refer to events that an organisation cannot control, like natural disasters. Possible disaster events include terrorism, floods, hurricanes and earthquakes. The term ‘crisis’ has a broad meaning that includes events involving technical or human mistakes as well as disasters ( Coombs, 2019 ; Faulkner, 2001 ). Thus, crisis management in this study covers both risk management and disaster management.

Several review papers on crisis management and recovery are available. Mair et al. (2016) conducted a review on post-crisis recovery with 64 articles published between 2000 and 2012. A short summary on tourism crisis and disaster was also published ( Aliperti et al., 2019 ). Ritchie and Jiang (2019) reviewed 142 papers on tourism crisis and disaster management; and identified three areas including crisis preparedness and planning; crisis response and recovery; and crisis resolution and reflection. It was found that the papers, including the framework testing, lack conceptual and theoretical foundation, which exhibited unbalanced research themes ( Ritchie & Jiang, 2019 ). A bibliometric study of citation networks was conducted by other researchers but only on the crisis and disaster management topic ( Jiang, Ritchie, & Verreynne, 2019 ). The most recent one was focused on diseases ( Chen, Law, & Zhang, 2020 ). The afore-said review articles followed the traditional classification of the three-stage crisis management model (pre-crisis, crisis event and post-crisis) ( Richardson, 1994 ). A clear research gap exists in the review literature in terms of the kind of crisis management, risk management and disaster management research that has been conducted in the hospitality and tourism fields, especially in the digital era; and such research need becomes significant due to the spread of COVID-19. This current review paper considers risk management and disaster management as part of crisis management. This review scope is much wider than those of past review papers. Furthermore, past literature review emphasised only the research published in top academic journals. Zanfardini et al. (2016) concluded that analyses of literature should not be confined to the highest impact journals because crisis management is an interdisciplinary subject; and the related articles might not necessarily appear only in the top journals. Thus, surveying also the lower impact journals would be useful, and this study would also shed light on those works.

This study aims to systematically examine and evaluate the literature of crisis management in the hospitality and tourism industry. As the research areas emerge, more papers were recorded in the last decade. It is expected that many research papers on topics relating to the COVID-19 crises will be produced shortly in the near future. The major themes and future research opportunities and agenda will be identified after a thematic content analysis of related peer-reviewed journal articles.

This study seeks to address the following questions:

• 1) What are the main themes of the crisis management literature in the hospitality and tourism industry?
• 2) What is the future research agenda regarding the hospitality and tourism industry and crisis management?

2. Methodology

This systematic literature review adopted steps suggested by Liberati et al. (2009) for the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA): 1) related articles were identified through databases and other sources, 2) records were obtained after the duplicates were removed, 3) the records were screened, 4) full-text papers were assessed for eligibility and 5) the studies were included in the qualitative synthesis ( Liberati et al., 2009 ).

We targeted our literature search on electronic databases for peer-reviewed journal articles that focused on crisis management in the hospitality and tourism industry and from journals published since 1980. The search included numerous academic platforms consisting of the ABI/Inform, Academic Research Premier (via EBSCO host), Business Source Complete (via EBSCO host), Web of Science and Scopus databases to capture academic journal papers with the captioned topic. This approach was considered suitable for a literature review analysis centred on a subject that has undoubtedly been researched from a multi-disciplinary perspective ( Wut et al., 2021 ). Literature search was organised around eight keywords consisting of ‘tourism’, ‘hospitality’, ‘crisis’, ‘crisis management’, ‘risk’, ‘risk management’, ‘disaster’ and ‘disaster management’. Papers retained for subsequent analyses met the following criteria:

• (i) Published in peer-reviewed journals since 1980;
• (ii) Published in the English language;
• (iii) Involves the field of business, management and accounting;
• (iv) Seeks to study crisis management, including risk management and disaster management, in the tourism and hospitality industry;
• (v) Comprise studies presenting primary or secondary research data published as full length papers or short reports;
• (vi) Removal of duplicate papers from database findings (Same paper generated from different platforms).

In total, 1168 papers were generated from the literature search which involves different combinations of the aforementioned keywords. The earliest article was published in 1985. Overall, the selected articles were published between 1985 and 2020. Figures for 2020 are incomplete and given here for reference only. Authors assessed the full-text papers retrieved for inclusion in this review.

The titles, abstracts and full texts of the papers were reviewed and examined ( Wut et al., 2021 ). Two coders were involved in the process to avoid subjective bias judgement from a single coder ( Neuendorf, 2002 ). Discussions between coders were arranged to resolve the discrepancy ( Krippendorff, 2013 ). After initial screening, 534 papers meeting the above criteria were selected. A subsequent step involved checking if the research questions of this study can be answered through analysing the papers in the database. A total of 22 papers were dropped as they could not answer one of the research questions. The final analysis involved 512 papers for subsequent descriptive analyses in various aspects like the number of authors, the first author's nationality and study locations. Papers involving more than one study location were classified under Global. Attention was paid to the themes of journals under the category of tourism, hospitality and others as business-related journals. Publications that covered both tourism and hospitality were classified under hospitality. We also identified the key topics of each article. These items were used for statistical analysis to identify longitudinal trends of research themes. The papers were categorised under various hospitality and tourism industry sectors, including tour operators/travel agencies, hotels, airlines, restaurants and ocean cruising industry. They were then assigned to one of the six crisis types: political events, terrorism, health issues, financial crisis, natural disasters and human errors. The research foci of the articles were subsequently ascertained and summarised. The identification process was completed by content analysis for which an inductive approach was adopted. If any doubt regarding classification emerged for a particular paper, a new category was devised for that paper to minimise ambiguity ( Eisenhardt, 1989 ). When more than one topic was discussed in a paper (for example, crisis prevention and crisis preparedness), the paper was classified under the category of crisis management (multiple topics). Thus, 10 specific research topics were obtained for a general crisis management area: crisis management (multiple topics), crisis impact, crisis recovery, crisis resilience, crisis communication, crisis response, crisis event (description), crisis preparedness, crisis prevention and crisis management (organisational) learning. Four research topics were identified for a general risk management area: risk management (multiple topics), risk perception, risk assessment and risk communication. Finally, three research topics were found for a general disaster management area: disaster management (multiple topics), disaster event (description) and disaster recovery. COVID-19 was categorised as a separate topic, as the related articles covered the areas in both crisis and risk management.

3. Findings

3.1. journals, authors and study locations.

The results indicated that 308 (60.2%) of the papers came from 10 journals; and 204 papers were come from other journals. Among these 10 journals, Tourism Management published 85 papers; Journal of Travel and Tourism Marketing published 44 papers, International Journal of Hospitality Management had 34 papers and Current Issues in Tourism had 33 papers. Annuals of Tourism Research published 26 papers, and Journal of Travel Research secured 25 papers. The publications were highly ranked according to the Scimago Journal and Country Ranking (SRJ). In the last decade, all these journals except for the Journal of Travel and Tourism Marketing published more papers than before ( Table 1 ). Furthermore, other high ranking journals were included in the ‘Others’ category, including the Journal of Vacation Marketing with two papers. One paper appeared in the Public Relation Review, a top Journal in the field of public relations. Another paper was from the Journal of World Business, a first quarter journal according to the SRJ. Three other papers appeared in Asia Pacific Business Review, a second quarter journal according to the SRJ. Thus, crisis management has been considered a hot research topic by the scholars and high ranking academic journals in the hospitality and tourism field.

List of tourism and hospitality journals (N = 512).

As a whole, tourism-focused journals were comparatively favoured (286 papers) to hospitality (74 papers) or other (152 papers) journals on the crisis management topic and related research objectives. Among the tourism-focused journals, Tourism Management has been the dominant outlet. The number of papers increased by three times over the last decade. Among the hospitality journals, International Journal of Hospitality Management (34 papers) has been the most popular.

Regarding authorship, two authors collaboration (157 papers, 30.7%) has been found to be the most common occurrence in these papers. Three-person authorship was also highly adopted (143 papers, 27.9%), followed by single authorship for 129 papers (25.2%). Note that a total of 60 papers had four authors (11.7%), five authors (14 papers, 2.7%), six authors (7 papers, 1.4%), seven authors (1 paper, 0.2%), and eight authors (2 papers, 0.4%). Collaborations among authors are common. The most productive first authors in this field were Joan C. Henderson (9 papers), Bingjie Liu (9 papers), Bruce Prideaux (7 papers) and Brent W. Ritchie (6 papers). The most productive second authors were Lori Pennington-Gray (13 papers), Brent W. Ritchie (9 papers), Mehmet Altinay, Susanne Becken and Hany Kim (4 papers). Henderson comes from Nanyang Technological University and had publications in the early years (from 1999 to 2004). Liu is from the University of Florida. Most of her publications were related to bed bugs and were rather recent (from 2015 to 2016).

Location was studied for the first authors of the papers. The first authors tend to be most interested in the study topics relating to crisis management and may have secured fair level of research experience in this area. Europe (157 papers, 30.7%) had the greatest number of interested scholars who appeared as the first authors. This figure was followed by Asia (132 papers, 25.8%) and Oceania (110 papers, 21.5%). In Europe, the United Kingdom (59 papers) had the most interested scholars in this area. The first authors from Asia were mainly from Mainland China (29 papers), Israel, Singapore, Japan and Taiwan. The other first authors were from Australia (101 papers) and United States (88 papers) ( Table 2 is a short version of this list. An extended version is in the Appendix).

Location of first author (N = 512).

In terms of the research context, Asia was the most studied region (152 papers, 29.7%), followed by Global (109 papers, 21.3%), and then Europe (101 papers, 19.7%). Several disasters occurred in Asia, including the Japan earthquakes in 2011, the Severe Acute Respiratory Syndrome (SARS) outbreak in 2003 and the Indian Ocean earthquake and tsunami in 2004. Many papers took a global or multiple countries approach (109 papers, 21.3%). First authors also tend to conduct research in his or her place-of-residence or nearby locations ( Table 3 ).

Study location (N = 512).

An increasing trend emerged throughout the 36 years study period, as shown in Fig. 1 . The number of articles in 2020 is listed for reference and some articles could not be presented due to availability issues. All papers, whether from tourism-focused journals, hospitality journals or journals in the other fields, generally displayed an upward trend ( Fig. 2 ). Almost all top ten English-language academic journals in the tourism and hospitality field witnessed an increasing trend, except for the Journal of Travel and Tourism Marketing which experienced a downward trend ( Fig. 3 ). The three periods were identified in the X-axis and spans 36 years. The first period from 1985 to 1996 reflects the start of the discussion about crisis management. Only six papers were published for 12 years. The second period of 1997–2008 involved 115 papers. During this period, most of the papers were published in the Journal of Travel and Tourism Marketing and in Tourism Management. The last period of 2009 to present involved 389 papers. Most of the papers were published in Tourism Management. At this period, as many as 63 papers were published in Tourism Management. The number of papers published in Tourism Management is almost the sum of the numbers of the first runner up, and second runner up. ( Table 1 ).

Studies related to crisis management in the tourism and hospitality literature (1985–2020).

Numbers of tourism and hospitality publications in English on crisis management.

Top Ten Journals on crisis management.

3.2. Types of crises in the hospitality and tourism industry

The 512 papers revealed that five business sectors within the hospitality and tourism industry, an outcome which mirrored the findings of Wut et al. (2021) who performed a systematic review on corporate social responsibility research in the hospitality and tourism industry. The most commonly investigated industry sectors comprised tour operators/travel agencies, hotel operators, airlines, restaurants and ocean cruising sectors. Their crises types are summarised below for illustration purposes ( Table 4 ):

Typology of crisis types in hospitality and tourism industry (Source: authors).

Crisis types were previously organised under the three categories of natural disasters, technical error accidents and human error accidents, depending on the level of organisational responsibility. Limited organisational responsibility is clearly involved for natural disasters because those events are usually beyond operational control ( Coombs, 2019 ). Only reactive strategies can be developed to minimise loss. A low level of organisational responsibility occurs on technical error accidents as the organisation can hardly do much about technical errors. However, organisations should bear the main responsibility for preventable crises as they involve human errors ( Coombs, 2019 ). Natural disasters are the most common type, and the other two are mainly related to complaints on social media.

3.3. Methodological design of previous research

Almost half of the studies adopted quantitative research methods (215 studies, 42%). Approximately 34% of the papers relied on qualitative research methods (174 studies). Only 24 studies (4.7%) integrated both qualitative and quantitative research methods. And there also appeared 99 conceptual papers. In terms of research design, exploratory design (qualitative) dominated (159 studies, 31.1%). Most researchers used in-depth interview and focus group in exploratory design. This research design is followed by adopting primary data from surveys (139 studies, 27.1%) and using secondary data and databases (74 studies, 14.5%). For the statistical and analytical methods of research, the main method was identified for each paper. Most qualitative studies relied on case studies (85 studies, 16.6%) and content analysis (81 studies, 15.8%). Descriptive analysis (54 studies, 10.5%) and regression analysis (40 studies, 7.8%) were primarily used in the quantitative studies. When appeared more than one method of analysis was utilised (for example, both descriptive and regression analysis), only the most complex method was counted (in this case, regression analysis) ( Table 5 ).

Analysis by research methodology (N = 512).

3.4. Traditional Research focus

The research themes in the literature were organised in such manner: Papers with a specific topic of crisis management, risk management or disaster management were grouped under the category carrying the name of the focal topic, such as crisis impact, crisis recovery and risk perception. Papers on crisis management in general ( Beirman, 2001 ) or focusing on crisis management in relation to other topics, for example, brand management ( Balakrishnan, 2011 ), or those on more than one topic of crisis management such as crisis preparedness and organisational learning ( Anderson, 2006 ) were all included under a category named “Crisis management/with multiple topics”. Similar logic was applied to the “Risk management/with multiple topics” category, which included papers embracing risk management in general ( Angel et al., 2018 ) or multiple topics regarding risk identification, the influential factors and related risk management practices ( Chen, 2013 ). This logic was further applied to the “Disaster management/with multiple topics” category. Another category refers to COVID-19, which has been a hot topic since last year. All the COVID-19 papers that concerned about crisis and/or crisis management were put under this separate category. Such arrangement could help summarise the focuses and trends of COVID-19 research and facilitate the researchers who may have continuing interests to explore further in future years. Lastly, the remaining papers hardly put into previous categories were put under the category of others. As a result of adopting the above rationale in papers classification, among the reviewed studies, 16% (82 papers) were related to crisis management/with multiple topics and 15.4% (79 papers) related to COVID-19. These two primary categories were found in terms of the number of papers collected ( Table 6 ). Risk management/with multiple topics is the second runner-up with 13.7% (70 papers). Risk perception was found with 44 papers (8.6%). Crisis impacts involved 32 studies (6.3%), and crisis recovery was examined in 31 studies (6.1%). Further, fairly sufficient, 21 papers focused on crisis resilience (4.1%), 18 papers investigated crisis communication (3.5%) and 15 papers examined crisis response (2.9%). Disaster management/with multiple topics was studied by 20 papers (3.9%), and disaster recovery was investigated in 16 papers (3.1%). The areas worthy of significant note have collected even less than 10 papers in the study period, inclusive of crisis preparedness and prevention, learning, risk assessment and communication ( Table 6 ).

Crisis management research focus (N = 512).

The most explored research foci in the study period included crisis management/with multiple topics, risk management/with multiple topics, and disaster management (event). Crisis impact and crisis recovery, as well as risk perception also involved more than 30 papers respectively, that can represent the traditional focus of crisis management research at the theoretical level. The COVID-19 theme has more than 70 papers published (N = 79) in 2020, which surprisingly made it as one of the top ranking research themes in the summary. Its discussion will be presented in the next section involving the emerging research themes over the last decade (2010 to present).

3.4.1. Crisis management/with multiple topics

Crisis management has attracted academic attention for the entire study period. Anticipating crises and responding to them accordingly is crucial ( Henderson, 1999a ). A crisis or disaster management framework based on the model by Fink (1986) was proposed. Six elements of responses were suggested: precursors, mobilisation, action, recovery, reconstruction and re-assessment, and review. Risk assessment and disaster contingency plans were provided ( Faulkner, 2001 ). The crisis management framework of Ritchie (2004) follows the prescriptive model Richardson (1994) applied on the tourism industry: pre-crisis; crisis event and post crisis. This ‘one size fits all’ approach might cater to all sudden events ( Speakman & Sharpley, 2012 ).

By contrast, chaos theory assumes a random, complex and dynamic situation. That theory was used to explain the Mexican H1N1 crisis. Companies in the tourism industry operate in a relatively stable situation but are subject to unexpected attacks. The trigger case in Mexico is an outbreak of the H1N1 disease ( Coles, 2004 ; Speakman & Sharpley, 2012 ).

Co-management's characteristics ‘have been identified in the literature: (1) pluralism, (2) communication/negotiation, (3) transactive decision-making, (4) social learning, and (5) shared action/commitment’ ( Pennington-Gray et al., 2014a , 3). That management refers to combining resources from various stakeholders in the community for crisis management ( Pennington-Gray et al., 2014a ).

Researchers neglected crisis preparation and organisational learning in the tourism industry ( Clements, 1998 ; Cheung & Law, 2006 ; Anderson, 2006 ). In practice, large companies do have crisis management plans, unlike small business and tourism operators ( Cushnahan, 2004 ; Gruman et al., 2011 ).

3.4.2. Crisis impact

The Asian financial crisis and global economic crisis of 2008/09 affected the tourism industry ( Boukas & Ziakas, 2013 ; Henderson, 1999c ; Jones et al., 2011 ). In these events, people generally lost their spending power. If a host country suffers from a domestic crisis, then it usually attracts more visitors from other countries because of devaluation of the host country's currency ( Khalid et al., 2020 ). The lower demand for local tourism is counter-balanced by the arrival of more international tourists.

Usually, crisis impact could be measured by the drop of the number of inbound or outbound tourists and the spending of visitors ( Jin et al., 2019 ; Khalid et al., 2020 ; Wang, 2009 ). In turn, the impact would be reflected by economic indicators, such as the unemployment rate of the tourism industry ( Blake & Sinclair, 2003 ). People must also be convinced that everything is back to normal before they travel again.

The studies concentrated on sales loss and the drop in customers ( Jones et al., 2011 ; Liu, 2014 ). Financial ratio analysis is more objective but usually cannot capture instant impacts. Few investigations employed stock price to measure the effect of crises. Abnormal returns were a good indicator of the future earnings of a listed company ( Seo et al., 2014 ). Another dimension is the emotional aspect. Anger and outrage are emotional responses from customers. These reactions produce intangible effect on corporations ( Coombs & Holladay, 2010 ).

Aside from the economic impact, environmental and social cultural impacts must also be considered. For instance, the natural environment is vulnerable to disaster risks. Pollution problems could also affect the image of a city such as Beijing ( Tsai et al., 2016 ). From a social cultural perspective, local culture should be protected and revived.

3.4.3. Crisis recovery

The process wherein tourism operators' attempt to return to normal business and achieves good economic performance after a crisis is called crisis recovery ( Coombs, 2019 ). Various crisis recovery approaches were proposed. Restoration of confidence, media role, other stakeholder support and speed of the response are critical success factors for crisis recovery ( de Sausmarez, 2007a ). Analysis of the crisis, audience and place must be conducted before formulating a media strategy. The message source, target audience and the message itself are essential features for designing the media strategy in attempt to repair the image of the place ( Avraham & Ketter, 2017 ). In summary, image recovery is vital ( Ryu et al., 2013 ).

Other than media strategy, turnaround strategies usually entail increasing income and decreasing cost ( Campiranon & Scott, 2014 ). Price discount appears to be a common recovery strategy applied in the hospitality and tourism industry ( Kim et al., 2019 ; Okuyama, 2018 ).

A marketing program is a usual tactic in crisis recovery ( Carlsen & Hughes, 2008 ; Chacko & Marcell, 2008 ; Ladkin et al., 2008 ). Celebrity endorsement was also one of the best ways for implementing recovery marketing plans. Marketing campaigns should be continued after a crisis ( Walters & Mair, 2012 ). Some researchers expressed reservations about marketing programs. They instead prefer a demarketing approach if the place was seriously damaged and remains unsafe for visitors ( Orchiston & Higham, 2016 ).

3.4.4. Risk management/with multiple topics

Risk management is important for business operations ( Bharwani & Mathews, 2012 ). However, different companies may present different levels of risk appetite in terms of their willingness to manage risks ( Zhang, Paraskevas, & Altinay, 2019 ). The main types of business risks include operating risks, strategic risks and financial risks ( Harland et al., 2003 ). Financial risks can be categorised as systematic (common to whole economy) and unsystematic risks (firm-specific) ( Chen, 2013 ). According to Oroian and Gheres (2012) , all internal risks (e.g. organisational risks) and external risks (e.g. nature, competitiveness, economic, political and infrastructure risks) should be considered. Chang et al. (2019) found that financial risks, competing risks and supply chain risks may be classified as high priority by the travel industry.

Given the nature of the industry, hospitality and tourism companies may possibly face more particular environmental risks ( Böhm & Pfister, 2011 ; Cunliffe, 2004 ; Hillman, 2019 ), such as the weather conditions and climate change ( Ballotta et al., 2020 ; Bentley et al., 2010 ; Córdoba Azcárate, 2019 ; de Urioste-Stone, 2016 ; Hopkins & Maclean, 2014 ; Steiger et al., 2019 ; Tang & Jang, 2011 ), which will result in financial risks ( Franzoni & Pelizzari, 2019b ) and other types of business risks for companies.

Regarding risk management and practices, various risk mitigation and reduction strategies have been studied. Loehr (2020) proposed a Tourism Adaptation System for this purpose. Portfolio analysis was adopted for risk reduction and management in the industry ( Minato & Morimoto, 2011 ; Tan et al., 2017 ). The scenario planning approach was also employed by Orchiston (2012) for risk forecasting. Safety and security measures, through security checkpoints, security systems and procedures, are of vital importance in operational strategies ( Daniels et al., 2013 ; Peter et al., 2014 ). However, Rantala and Valkonen (2011) argued that safety issues in the hospitality and tourism industry are complex because of the infrastructure and technology, lack of experiences for customers and employees, and the safety culture in the industry. Vij (2019) examined the views of senior managers in the hospitality industry and highlighted the urgent safety need regarding cyberspace and data privacy. Stakeholder collaboration might be also considered for sharing the responsibility in risk management ( Gstaettner et al., 2019 ). As for the aspect of risk transfer, insurance contracts ( Dayour et al., 2020 ; Franzoni & Pelizzari, 2019a ) is a traditional focus for mitigating the negative impacts through transferring the risks to third parties. Nevertheless, that approach was not a common practice in the industry ( Waikar et al., 2016 ).

3.4.5. Risk perception

This work found that many risk perception-focused studies were conducted in the tourism context. Mass tourists are generally risk adverse in unfamiliar surroundings. The risks related to health, crime, accident, environment and disasters greatly affect the tourists' decision-making ( Carballo et al., 2017 ; George, 2010 ; Hunter-Jones, 2008 ). Some studies categorised those risks into physical, financial, psychological and health risks ( Jalilvand & Samiei, 2012 ; Sohn & Yoon, 2016 ). According to Carballo et al. (2017) , some risks for tourists can be controllable (e.g. illness and sunburn), whereas others are not.

The causes leading to the risk perceptions of tourists included demographic (e.g. age and nationality) and individual trip-related characteristics (e.g. visit purpose and frequency of travel) ( George, 2010 ; Jalilvand & Samiei, 2012 ), past experiences ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), marketing communications ( Lepp et al., 2011 ; Liu-Lastres et al., 2020 ), media effects ( Kapuściński & Richards, 2016 ; Rashid & Robinson, 2010 ), mega-events, such as the FIFA World Cup) ( Lepp & Gibson, 2011 ) or Olympic Games ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), as well as the destination risk management measures ( Toohey et al., 2003 ). Different directions of research or research findings were noted. Rashid and Robinson (2010) believed that the media effects exaggerated the risk perceptions. Kapuściński and Richards (2016) found that the media could either amplify or attenuate risk perceptions. George (2010) and Jalilvand and Samiei (2012) tended to compare the tourists' gender, age and trip-related characteristics for risk perception, but the latter study found more obvious difference among the groups.

Risk perceptions were also found to negatively impact various constructs. However, the dependent variables were overwhelmingly concentrated on destination image ( Chew & Jahari, 2014 ; Lepp et al., 2011 ; Liu-Lastres et al., 2020 ; Sohn & Yoon, 2016 ) and revisit intention ( Chew & Jahari, 2014 ; George, 2010 ; Zhang, Xie, et al., 2020 ). Other outcomes of risk perception, such as tourist hesitation ( Wong & Yeh, 2009 ), destination attitude ( Zhang, Hou, & Li, 2020 ), satisfaction and trust ( Wu et al., 2019 ), emotion ( Yüksel & Yüksel, 2007 ), recommendation to others ( George, 2010 ), decision-making process ( Taher et al., 2015 ) and travel behaviour modification ( Thapa et al., 2013 ), were also investigated.

Note that tourists may be motivated by risk-taking behaviours ( Cater, 2006 ; Chang, 2009 ). These tourists possibly favour novelty and adventurous tourism activities. Examples of risk-taking contexts in the hospitality and tourism industry include gaming ( Chang, 2009 ), mountain climbing ( George, 2010 ; Probstl-Haider et al., 2016 ) and other adventurous activities ( Cater, 2006 ). Pröbstl-Haider et al. (2016) indicated that the risk-taking behaviour may be attributed to the tourists' experience, participation frequency and commitment, their risk perceptions and the individual trade-off of risks.

3.4.6. Disaster management/disaster event (description)

This study consolidated disaster management and disaster event (description) into one generic category for subsequently summary and discussions. Following previous classical literature on disaster management ( Faulkner, 2001 ; Prideaux et al., 2003 ), disasters can be considered as unpredictable or unprecedented crisis situations with great complexity and gravity. Ritchie (2008) summarised the many natural disasters frequently studied in tourism literature as comprising hurricanes, flooding and tsunami, earthquake, biosecurity and diseases (e.g. foot and mouth disease and SARS). Huan et al. (2004) dubbed these incidents as ‘no-escape’ disasters.

As a result of the disasters, tourist fatalities may occur while the destination and business facilities are severely devastated ( Cohen, 2009 ). Different hospitality and tourism sectors may experience remarkably varied challenges ( Henderson, 2007 ). Previous literature also recorded a comparison across disasters for certain destinations ( Prideaux, 2003 ) or for the investigation of disasters across different destinations ( Bhati et al., 2016 ). Many studies focused on business and destination resilience ( Bhaskara et al., 2020 ; Bhati et al., 2016 ; Filimonau & De Coteau, 2020 ; Ghaderi et al., 2015 ; Lew, 2014 ). Hospitality and tourism business normally react without warning, deal with existing staff, reduce salaries over the short-term and consider rebuilding tourist confidence over the long-term ( Henderson, 2005 ). Filimonau and De Coteau (2020) emphasised that the destinations studied fail to react effectively. Ghaderi et al. (2015) found that the primate enterprises lacked knowledge and analysis of disasters to prepare for the future.

Faulkner (2001) presented a tourism disaster management framework that incorporated six stages: pre-event, prodromal, emergency, intermediate, long-term recovery and resolution. He suggested destination marketing and communications, risk assessment, disaster management teaming and disaster contingency plans as examples of management strategies. This seminal model was applied for different disaster case studies ( Faulkner & Vikulov, 2001 ; Miller & Ritchie, 2003 ). Walters and Clulow (2010) examined previous literature and indicated that disaster-recovery marketing may be ineffective for areas affected by disasters. By contrast, Biran et al. (2014) argued that even disaster attributes can possibly motivate certain future tourists.

4. Discussion on emerging research themes from 2010 to present

In Fig. 1 , the Y-axis showcases the number of publications that studied crisis management in the hospitality and tourism industry. The X-axis records the years. Obviously, an increasing trend occurred for the relevant publications over the past 36 years. Five distinct peaks were identified in these publication waves: the years 1999, 2008, 2013, 2017 and 2020. Publishing an academic paper usually takes two to three years from the start of an initial idea. In many cases, researchers can only observe impacts and report their findings several years after a crisis event, for example, during the Asian financial crisis in 1997 and the wars in 1990s (including the Gulf War, 1990–91; Croatian War, 1991–95; Bosnian War, 1992–95 and the Afghan War, 1990–2001). Studies published in 1999 mainly involved the financial crisis and the terrorism at that time. However, the papers recorded in 2008 included the impacts of the 9/11 terrorist attack in 2001. Papers in the year 2013 were mostly related to the financial crisis which dated back to 2007 and 2008. Papers with political topics were published in 2017/18. Many COVID-19 papers were published in 2020. Four major themes emerged in the last decade (year 2010-present), namely the health-related crisis, social media, political disturbance and terrorism crises ( Table 7 ).

Research areas for crisis management studies in last decade (Year 2010 to Present).

4.1. Health-related crisis (including COVID-19)

The 2006 Avian Flu, Year, and the 2003 SARS, the 2001 Foot and Mouth disease are notable health-related crisis events that impacted the hospitality and tourism industry ( Baxter & Bowen, 2004 ; Chien & Law, 2003 ; Page et al., 2006 ; Tew et al., 2008 ). Further, 284,00 deaths were recorded in the 2009 Swine flu. Tourism loss was US$2.8 billion ( Rassy & Smith, 2013 ). Recent case of health-related crisis event is the Ebola outbreak in 2014 and 2015. The outbreak affected the Africa tourism industry by 5% revenue reduction in year 2015 ( Novelli et al., 2018 ). Lyme disease was studied from the perspective of tourism management ( Donohoe et al., 2015 ). The impact of Zika outbreak for 2016 in Latin America and the Caribbean caused losses of US$3.5 billion in tourism industry; and no vaccine is available ( World Bank, 2016 ). In the same year, the global outbreak of Dengue fever led to even severe economic impact of US$8.9 billion ( Shepard et al., 2016 ). The recent global outbreak of COVID-19 in 2020 is undeniably a vastly emerging research focus. An overview of health-related events has been presented by Hall et al. (2020) .

Large number of papers in COVID-19 has been published within a short period of time. Most of the papers tended to study the impacts of COVID-19 in hospitality and tourism industry ( Bulin & Tenie, 2020 ; Jaipuria et al., 2020 ; Knight et al., 2020 ; Qiu et al., 2020a , b ; Seraphin, 2020 ; Uğur & Akbıyık, 2020 ), some of which focused on particularly the hotel industry ( Bajrami et al., 2020 ; Vo-Thanh et al., 2020 ). Besides, some provided directions for recovery ( Yeh, 2020 ). For instance, using a private dining room or table could be one of the solutions in restaurant industry ( Kim & Lee, 2020 ). Resilience is another topic of discussion ( Butler, 2020 ). Rittichainuwat et al. (2020) found that the Thai hospitality, bleisure (business and leisure) and international standard venues are key factors for resilience of the exhibition industry. For tourism industry, travel after pandemic is arguably associated with protection motivation and pandemic travel fear ( Zheng et al., 2021 ).. Research topics could be about perceived risk and tourist decision making ( Matiza, 2020 ). In terms of the research methodologies in this research theme, most of the papers appeared to be conceptual papers ( Baum & Hai, 2020 ; Bausch et al., 2020 ; Haywood, 2020 ; Li et al., 2020 ; Zenker & Kock, 2020 ). A few qualitative studies used in-depth interview ( Awan et al., 2020 ; Loi et al., 2020 ) while some others adopted case studies ( Breier et al., 2021 ; Neuburger & Egger, 2020 ). Quantitatively, some relied on online survey ( Karl et al., 2020 ) or telephone survey ( Pappas & Glyptou, 2021 ) due to pandemic constraints.

Without effective crisis management in this regard, the entire hospitality and tourism industry could hardly recover by rebuilding tourists and guests' confidence who suffer from health-related crises, with no exception of COVID-19. According to Coombs (2019) , there are four stages in crisis management: crisis prevention, crisis preparation, crisis response and crisis recovery. The purpose of crisis prevention is to detect warning signals and to stop any possible negative events. Certain disasters cannot be prevented even for early preparation. Crisis management plan needs to list out every step we need to follow when crisis happens. A team can be organised beforehand to carry out some rehearsals regularly. Immediate, transparent and consistency are the basics in preparing crisis response. In post crisis period, people need to learn from the past, including the mistakes made. Business continuity plan guides us to recover from crisis quickly ( Coombs, 2019 ; Fung et al., 2020 ). These should be the basics of lessons for effective crisis management derived from the different health-related crisis events in history and the COVID-19 outbreak as well. All stakeholders should consolidate their knowledge and experiences to better prepare for the future.

4.2. Social media theme

Over the past decade, companies in the hospitality and tourism industry have greater attention to the use of social media in practice. Social media can distribute news over distances within a short period of time. That media could co-ordinate with different stakeholders in crisis events ( Antony & Jacob, 2019 ; Maia & Mariam, 2018 ). Meanwhile, a wide range of stakeholders (i.e. individual customers, governmental bodies, activist groups, rescue teams, consumers' bodies, mass media and others) can take part in management through social media ( Sigala, 2012 ). Zeng and Gerritsen (2014) summarised the social media research in tourism and highlighted clearly (p.34) that ‘giving its mobility and facility for instant interaction, social media can be expected to play a more important role in tourism destination management, particularly in crisis management … ’ Sigala (2012) further revealed that social media can be utilised throughout the different stages of crisis management involving mitigation, preparedness, response and recovery. For example, Schroeder and Pennington-Gray (2015) studied the effect of social media in crisis communications. Travellers may possibly refer to feedback from social media in search of related information when a crisis occurs. Instead of discussing crisis impacts on tourism sectors in Hong Kong, researchers attempted to focus on the crisis communication through social media which affects social media users' subsequent attitude ( Luo & Zhai, 2017 ). Social media can also be used in the revision stage to develop resilience and adaptability. Moreover, social media has employed in fundraising events and in creating emotional support after crisis ( Coombs, 2019 ).

4.3. Political disturbances theme

The past decade witnessed a few examples of political disturbances or social movements ( Monterrubio, 2017 ). In Thailand, Cohen (2010) examined the sources of airport occupation. The occupation was a social movement opposed to the Thailand government. The movement changed the safety destination perception of Thailand and affected the tourism industry in the long term ( Cohen, 2010 ). In Hong Kong, the ‘yellow vest’ movement occurred on November 17, 2008. Protesters decided to continue to protest every Saturday. That situation might generate an unsafe image for incoming tourists ( Derr, 2020 ). A political event called Occupy Central in 2014 and 2015 in Hong Kong also requested for the election of a Chief executive. ‘Central’ is a place in Hong Kong that encompasses many important business and government offices. Another social movement involved Hong Kong's anti-extradition law amendment bill in 2019. These occurrences strongly impact the peaceful image of Hong Kong.

4.4. Terrorism theme

Unquestionably, the hospitality and tourism industry is vulnerable to terrorism. Tourists might possibly switch to other travel destinations because of perceived terrorist threats to their intended destination ( Sönmez et al., 1999 ; Walters et al., 2019 ). Terrorism has become a popular theme of research since 2001, when the terrorist attack of historic significance occurred on 11 September in the U.S. ( Evans & Elphick, 2005 ; O'Connor et al., 2008 ; Taylor, 2006 ; Yu et al., 2005 ). |Another example involves the targeting of Bali tourists by Al Qaeda in 2002 ( Xu & Grunewald, 2009 ).

Some terrorism-related studies from past decade focused on the hotel industry. One research indicated that terrorism affects the brand image of a local hotel if an attack from terrorists occurs on the destination. Thus, protecting the brand equity is an effective strategy ( Balakrishnan, 2011 ). Another paper compared the impacts of 9/11 on hotel room demand to those during the financial crisis of 2008 ( Kubickova et al., 2019 ). Stahura et al. (2012) emphasised that crisis management planning is essential when the industry confronts potential crisis from terrorist attacks.

5. Research opportunities

Following a systematic analysis of traditional research focuses over the 36 years and emerging research themes over the last decade, a new conceptual framework was presented in Fig. 4 to highlight the proposed future research directions of crisis management in the hospitality and tourism industry. Further research areas were identified using a TCM (Theory-Context-Method) model ( Paul et al., 2017 ) presented in three layers.

Conceptual framework for future research of crisis management in hospitality and tourism industry.

The outer layer related to the crisis management at the theory level. Traditional research foci at the theoretical level appear to include crisis management/with multiple topics, crisis impact, crisis recovery, risk management/with multiple topics and risk perception and disaster management. Unfortunately, little attention has been paid to crisis management education and training, a feature which was rather regarded as the most effective method of crisis management in the long run for the tourism industry ( Henderson, 1999a ). The literature review also entailed relatively less academic attention to crisis prevention and preparedness, risk assessment and risk communication. In the second inner layer, proposed contexts of crisis management research were presented. The health-related crisis events including COVID-19, data privacy, digital media, political-related crisis events as well as other less explored contexts are suggested for the future research of crisis management in the hospitality and tourism industry. It should be noted further that the health-related, data privacy and political-related crisis events are also related to the digital media area. This situation indicates that the transmission of crisis information is rather faster than ever before through digital media, so that management of various crises should be examined in this era of digital media. Meanwhile, the less explored industry sectors and contexts should be studied. The core and the inner layer suggest adopting new analytical research methods for designing various research and analysing related data. The following will detail the proposed future research areas and identify specific research questions for the benefit of future researchers ( Table 8 ).

100 specific future research questions in the ten future areas.

5.1. Theory development

Fink (1986) 's four stage model is influential in crisis management studies. His four-stage model was applied in diseases (1) prodromal, hints of potential crisis; (2) breakout; (3) chronic, the effect of crisis persists; (4) resolution, some clear signals the crisis is no longer a concern ( Fink, 1986 ). The other influential model is from Mitroff (1994) . His five stages model turns Fink's descriptive model to prescriptive approach. Crisis management efforts was divided into five phases: signal detection, prevention, damage containment, recovery and organisational learning ( Mitroff, 1994 ). Faulkner (2001) made a good comparison of the models. In fact, previous research have also indicated the cycling loop of crisis management ( Xu & Grunewald, 2009 ). For instance, Pursiainen (2018) explicitly explained the crisis management circle with some suggested procedural steps (prevention, preparedness, response, recovery, learning, risk assessment). This further provides the solid theoretical foundation for Fig. 4 that the proposed future research areas at theoretical level stay at different cycling stages in crisis management: from crisis prevention and preparedness to risk communication to crisis management education & training, and then to risk assessment, which has been also considered to pave the way for the next round of crisis prevention and preparedness.

5.1.1. Crisis prevention and preparedness

Papers on crisis preparedness (9 papers) and crisis prevention (7 papers) are notable fewer. In fact, preventing the crisis from happening is the best crisis management strategy. Crisis preparedness takes up most of a crisis manager's time ( Coombs, 2019 ; Pforr & Hosie, 2008 ). The recovery and experiences of crisis handling of one time can be translated into the crisis preparedness and precaution measures for the potential next time. The awareness and recognition of possible crises by managers and staff can be strategically important throughout the learning process and crisis management cycle ( Xu & Grunewald, 2009 ).

5.1.2. Risk communication

Compared to the risk management (68 papers) and risk perception (41 papers) categories, prior literature records only one paper ( Heimtun & Lovelock, 2017 ) which focused on ‘risk communications.’ Risk communication is indeed important in the hospitality and tourism industry. An uncertainty always exists because of the weather or some other uncontrollable factors. Risk communication is important when they promote tourism products to prospective customers ( Heimtun & Lovelock, 2017 ). It also relates to legal issues. For example, travel companies and tour organisers should explicitly explain to potential tourists the types of risks involved and tourists (risk bearers) could also express their concerns and fears about the risks in the process of their decision making. The outcomes of risk communication are expected to enhance customers' risk awareness and help them take personal proactive actions. The appropriate overestimation of risk can be also effective for helping consumers make decisions while avoiding possible legal risks ( Coombs & Holladay, 2010 ).

5.1.3. Crisis management education and training

Special attention should also be given to crisis management education and training in hospitality and tourism-related programmes. In the ever-increasingly diversified and changing market, hospitality and tourism companies have an urgent need of specialists and professionals in crisis management for their sustainable and healthy business development. Graduates equipped with relevant knowledge and working experiences will be highly needed by the industry. The presence of an experienced leader and crisis team consisting of qualified staff can be strategically significant in the different stages of crisis management in the tourism industry ( Ritchie, 2004 ). Surprisingly, scare research exists in this regard.

In this study, the US, Australia and the UK were well represented in terms of the leading authors of crisis management studies in the hospitality and tourism industry. Academic platforms may favour more interested researchers in this area who originate from other places. The cross-cultural approach is also strongly recommended for systematic comparisons of the findings generated from different cultural backgrounds. Future research could be extended to more developing countries, such as China and Vietnam, to compare their crisis prevention measures.

5.1.4. Risk assessment

Less than 10 papers focused on risk assessment, a figure which could suggest a future research direction. Undeniably, hospitality and tourism companies may be interested in identifying the possible risks according to their frequency, scale and level of loss, and assess their influences for developing effective risk management strategies ( Tsai & Chen, 2010 ). Roe et al. (2014) summarised many methodological approaches that are currently adopted to assess and manage the various risks, particularly environmental ones. They exemplified with the Environmental Impact Assessment, Environmental Audit and Ecological Footprint with support of Delphi Technique. In fact, tourists can also learn from the risk assessment results to manage their holiday travel plans and decide insurance purchase ( Olya & Alipour, 2015 ). However, as each assessment methodology has its own merits as well as limitations, methodological innovations and comprehensive assessment models are expected for future research, particularly in the hospitality and tourism context owing to the lack of research output in this regard ( Tsai & Chen, 2010 ).

5.2. Context

5.2.1. covid-19 (coronavirus disease 2019).

COVID-19 has threatened the lives and health of people globally and seriously disrupts the traffic flow of people worldwide. Hotels, travel agencies, airlines and all sorts of related industries face a serious challenge in 2020 ( Gössling et al., 2020 ; Qiu et al., 2020a , b ). In fact, the world may see a co-occurrence of various health risks and diseases in future. With lessons derived from COVID-19, health-related crisis management could be a universal issue.

The COVID-19 pandemic may not be over in year 2021 although different vaccines are available. Tourism and hospitality industry will still be seriously affected. Firstly, the impacts on the industry have already been estimated for the year 2020.70% of hotel employees have been laid off and 4.6 million supporting jobs was lost in United States ( American Hospitality and Lodging Association, 2020 ). The forecasted impacts for the year 2021 are still in progress and not yet available. Secondly, there could be new models for people travelling for leisure or business after the pandemic. Thirdly, new business model may evolve for the hotel, airlines, catering, or even the sharing business ( Farmaki et al., 2020 ).

5.2.2. Data privacy in hospitality and tourism

Today, most organisations are using information technology as a main or supplementary tool for their business operations and management. Extensive organisational/customer sensitive information is stored and/or processed in digital format, particularly when using social media for communications. Loss of confidential information would be disastrous for a company. Note that any inappropriate processing of such sensitive and personal information may cause great damage to organisational reputation with the expected decline of customer trust and loyalty ( Watson & Rodrigues, 2018 ). This fact was highlighted with no exception in the hospitality and tourism industry ( Chen & Jai, 2019 ). Unfortunately, very few papers have addressed this issue. Chen and Jai (2019) explored a research agenda to examine the relationship between data breach or privacy issues and customer relationship building and loyalty. They also suggested checking the different levels of privacy concerns by customers and their impacts.

5.2.3. Political-related crisis events

Many political-related crisis events also have impacts on hospitality and tourism industry. For example, in a historical sense, the US-Iran conflict has long influences over the development of Iran's tourism industry ( Estrada et al., 2020 ; Khodadadi, 2018 ). Recently, the Hong Kong extradition bill controversy (2019–2020) also shook Hong Kong's society and the tourism industry in particular ( Lee, 2020 ). More researchers are expected to express interest on these cases to discuss different research questions. These cases are related to risk and crisis management for destination marketers and various stakeholders. However, the natures of these circumstances vary, a situation which could possibly generate dissimilar research findings and shed light in the crisis management field. Future researchers could investigate the effects of crisis types on crisis management with case studies of new crisis events ( Coombs, 2019 ).

5.2.4. Digital media theme

Digital media plays a major role in future. People may like to use social media more often to express and share their views. However, a crisis may occur for the companies that fail to adequately manage the social communications of their products and brands. For example, customers may complain on social media. How the complaint is transmitted through the Internet and the responses from the organisation are rather practical topics for researchers. Ryschka et al. (2016) is one of the few to explore how a company's response to a crisis raised on social media affects its reputation. Their results showed that the speed of response is important as well as the brand familiarity and cultural values. Unfortunately, their research context (cruise industry) has its special nature and may not be applicable to other industry sectors or businesses at large. Sigala (2012) indicated that future studies could analyse role of social media in crisis communications and its impacts on organisation image. The factors that contribute to the motivations and barriers of using social media by companies can also be studied accordingly ( Sigala, 2012 ). Luo and Zhai (2017) highlighted the need for further research about cyber nationalism and bilateral relationships concerning the tourism boycott and destination crisis.

5.2.5. Other less explored contexts

Most of the reviewed crisis management studies focused on hotels as a sector of the hospitality and tourism industry. Studies should be more diversified across other sectors of the industry. Certain hospitality and tourism industry sectors are under-explored, including airlines, travel agencies, restaurants, the conference sector, ocean cruising, theme parks and wellness spas. For instance, any destination and tourism crisis may affect tour operators and travel agencies which play an important role in tourism flows ( Cavlek, 2002 ). Emphasis on tour operators is suggested for their strategic importance towards destination recovery in the post-crisis period ( Cavlek, 2002 ). The airline industry is also very sensitive to economic downturns and global crises ( Hatty & Hollmeier, 2003 ). Accordingly, the companies involved in that industry may be unable to adjust immediately when facing declining demands in the market. Sangpikul and Kim (2009) identified different factors of barriers affecting the convention and meeting industry. For example, they revealed political unrest as the source of crisis for the MICE (Meeting, Incentive, Conventions and Exhibitions) industry. However, few studies have investigated this sector.

Previous crisis management research relied on traditional methodologies including case studies, content analysis, descriptive analysis and regression analysis ( Table 5 ). Researchers could consider analysing images and/or pictures of the crisis event. Case study in crisis research usually involves with very small sample size. Two diseases cases (SARS and H1N1) were covered in a crisis management study ( Fung et al., 2020 ). Generalization of a case study usually is a difficult task for researcher. Thus, case study sometimes was conducted by way of an exploratory study; or simply used to test a pre-established theory. Besides, case study would also be used to demonstrate a good crisis management practice and propose a relationship or association among variables ( Eisenbhardt, 1989 ). As a whole, case study is a perfect choice to explain and answer the questions on “how” and “why”.

Researchers can consider qualitative comparative analysis. In literature, less than one percentage of crisis management articles used qualitative comparative analysis (see Table 5 ). Most of the focal researches examined relationships among variables in a linear manner using regression analysis and ignored the complexities that might possibly exist across the variables. Even in the case of low level of multi-collinearity, one variable might depend on the other explanatory variable ( Woodside, 2013 ). Often, the impacts on tourism due to crisis might not work in a linear relationship. The qualitative comparative analysis can be a suitable analysis method ( Papatheodorou & Pappas, 2017 ).

5.9 percent or thirty of crisis management papers adopted structural equation modelling as their main analysis method ( Table 5 ). Partial Least Squares structural equation modelling (PLS-SEM) has not been used extensively in particular hospitality and tourism research but rather preferred in marketing and management studies in general ( Ali et al., 2018 ). Conceptually, PLS has some advantages including smaller sample size and less restricted data normality requirement. For example, with 5% significant level, minimum R-square 10% and number of arrows pointing at a construct is five, 150 samples is sufficient ( Hair et al., 2019 ). This fits the current research situation under pandemic concerns that achieving big sample size may not be an easy task. Moreover, models in risk perception sometimes evolve more than one dependent variable and some other mediating or moderating variables, such as perceived security, perceived risk, destination image or willingness to visit ( Zenker et al., 2019 ). Complex predicting model could be handled by PLS easily.

Conjoint analysis is sometimes used in hospitality research. For example, it could explain how tourists choose a particular hotel. It depends on a lot of considerations at the same time. Costs, time, word-of-mouth, activities, past experience and so on are possible reasons ( Suess & Mody, 2017 ). Only a subset of combinations needs to be tested in the field in order to get the answer. In crisis management research, crisis response can be one of the possible topics using this method. For example, one has to take into account different factors before formally making an apology for a customer complaint. Possible factors can include seriousness of crisis, crisis history, and responsibility of company ( Coombs, 2019 ).

6.1. Specific future research questions

Based on the above analysis, ten key future areas were identified. This study took a step further to prepare a total of 100 specific research questions ( Table 8 ) that warrant greater attention in the future. Research findings in these areas were also reported (first column of Table 8 ). Future researchers of crisis management in hospitality and tourism industry can take the specific questions as a direct reference to prepare their projects. Among these specific questions, some questions were reported as unanswered in the existing literature in these areas (second column of Table 8 ), thus being worthy of future research. Other specific questions (last column of Table 8 ) were generated from analyses in this study, after a critical review of literature.

7. Conclusions

This study systematically reviewed crisis management literature in the hospitality and tourism industry from 1985 to 2020, spanning 36 years; and found that only few articles were produced during earlier period. A sharp increase of related research interests emerged thereafter. This work analysed various major academic journals and presented the trends of their collection of crisis management studies; and discussed the study locations and authorship. Moreover, a systematic summary of the crisis types and the different industry sectors within the hospitality and tourism industry can be found this study.

Under the area of crisis management in the hospitality and tourism industry, traditional research foci were found to comprise crisis management and risk management/with multiple topics, disaster management, crisis impacts and recovery, and risk perception. This study summarised further that the main emerging themes over the last decade have revolved around health-related crisis including COVID-19, social media crisis, political disturbance crisis and terrorism crisis. The research cases and environments covered different industry sectors.

Crisis management research will likely be conducted continually with scholarly passion in the near future. A three-layer TCM (theory-context-method) framework for further research of crisis management in the hospitality and tourism is proposed. Ten directions are suggested for future research agenda: 1) crisis prevention and preparedness, 2) risk communication, 3) crisis management education and training, 4) risk assessment, 5) COVID-19 and other health-related crisis events, 6) data privacy in hospitality and tourism, 7) political-related crisis events, 8) digital media theme, 9) other less explored research contexts, and 10) adopting newer analytical methods and approaches. A summary of important works up to date and the suggested 100 specific research questions were also presented for future research purpose.

This study has its natural limitations, the papers collected were published within a specific time period (1985–2020). Using more keywords in literature search can found more papers in this field. Exploring this topic further at different academic platforms, particularly for those in languages other than English, can for sure generated more search results. Investigation of crisis management with a regional focus is also suggested for analysing the research outputs recorded in the local and regional languages.

Author statement

Wut, T. M.: Conceptualization; Data curation; formal analysis; funding acquisition; investigation; Methodology; original draft, Xu, B.: Funding acquisition; review and editing, Wong, S.: Project Administration; resources; supervision.

Declaration of competing interest

We declare that there is no potential conflict of interest

Biographies

Wut, Tai Ming; Dr Wut is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University, where he teaches courses in risk management, crisis management and corporate social responsibility. His interdisciplinary research interests cover engineering management, corporate social responsibility and engineers' role in society. He has published papers in international journals such as International Journal of Consumer Studies and Young Consumers. He has also presented his papers in international academic conferences.

Xu, Bill; Dr Bill Xu is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University. With respect to research, he has published academic articles and book reviews in international journals like the Journal of China Tourism Research, the Asian Pacific Journal of Tourism Research, the International Journal of Contemporary Hospitality Management, Tourism Management, etc. He also presented papers in international academic conferences. His teaching and research interests include consumer behaviour and consumption experience (in tourism and hospitality management), tourism psychology and sociology, tour operations and wholesaling, China tourism and hotel businesses, hospitality management in China, and quality service management.

Wong, Helen Shun-mun; Dr Helen Wong obtained her Bachelor of Arts (First Class Hons) from The Hong Kong Polytechnic University, Master of Science from the University of London, and Doctor of Business Administration from the University of South Australia. She is also a fellow member of ACCA, an associate member of HKICPA, and CGA. Dr Wong has a diversified business background and several years' accounting and finance experience in Hong Kong and Canada. Prior to joining HKCC, she had worked for various well-known organisations, such as PricewaterhouseCoopers, Hong Kong Stock Exchange, and the University of Toronto.

Appendix B Supplementary data to this article can be found online at https://doi.org/10.1016/j.tourman.2021.104307 .

Appendix A. 

Location of first author (N = 512) (Extended version of Table 1 )

(Source: authors)

Impact statement

Crises events and crisis management often become research topics for hospitality and tourism researchers. However, review papers in this field are lacking. An updated systematic literature review of crisis management research in hospitality and tourism industry is highly needed for the time being, to show what has progressed in recent decades and what would possibly progress in the near future. Under the outbreak of COVID-19, more hospitality and tourism researchers are expected to develop their research interests in crisis management field in the near future. Our paper fills in the research gap to summarise and discuss the traditionally dominated crisis management research themes and the emerging themes over the last decade from 2010. Meanwhile, it also sheds lights in providing clear and detailed advice to future researchers through eliciting what kind of crisis management research areas and specific research questions can be considered.

Appendix B. Supplementary data

The following is the Supplementary data to this article:

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Home > Books > Approaches to Disaster Management - Examining the Implications of Hazards, Emergencies and Disasters

Five Star Crisis Management — Examples of Best Practice from the Hotel Industry

Submitted: 14 June 2012 Published: 17 April 2013

DOI: 10.5772/55209

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Author Information

Outi niininen *.

• Senior Lecturer in Marketing, LaTrobe Business School, La Trobe University, Bundoora, Victoria, Australia

*Address all correspondence to: [email protected]

1. Introduction

The background for this study is in the complex and fragmented business environment of today when many organisations are interdependent from each other across the globe thus making it harder for companies to insulate themselves against a crisis event [ 1 ]. Furthermore, the media of today is ready to inform us of any critical events around the world at a moment’s notice [ 2 , 3 ]. The ‘everyone can be a journalist’ culture is encouraged by popular media requesting photographs and video footage from individuals currently caught in an unexpected chain of events. Today, words like ‘crisis’ and ‘disaster’ are featured in everyday vocabulary to grab attention, thus resulting in a depreciation of the actual meaning of this term. Overall, an atmosphere hungry for crisis has been created.

At the same time, there has been a plethora of international crisis demonstrating how fragile the business environment can be. The most cited crises have been caused by nature (e.g. tsunami, hurricanes, bushfires, floods or disease) or by man (e.g. terrorism and the current Economic Tsunami). In this environment, the Hotel Managers’ duty of care should also involve planning and preparing for unforeseen events; running ‘what if’ scenarios, designing action plans for all departments, allocating individual responsibilities; building back-up capacity and training their staff to respond in appropriate manner to security concerns. Therefore, the aim of this paper is to highlight good procedures already practiced by hotels participating in this study. The study Methodology consisted of in-depth interviews with Hotel Managers or Hotel Security Managers located in Hong Kong, London and Finland. Many of these hotels were associated with large multinational chains and the most of the interviewees had managed a variety of crises situation, often in contrasting cultural or geographical locations.

This paper is set out in the following structure: the basic crisis management concepts are outlined and applied to the tourism (and hospitality) settings. This is followed by a brief outline of the methodology utilised. The findings/discussion section is structured to reflect the key practical tips offered by the interviewees: ‘ Being prepared for crisis situations’ ; ‘ Managing costs during crisis ’; ‘ Make full use of local advice’ ; ‘ Maintaining good communication with guests’ and how to ‘ Use technology to enhance hotel security’ .

2. Crisis management

Crisis management has its roots in strategic planning incorporating contingencies for unexpected events. The challenge for organisations is to recognise the early ‘warning signals’ and take appropriate action. Crisis can be classified by several variables: those resulting from internal actions of the company vs. trends taking place in the market place or changes in the immediate environment outside the organisation . Another approach to crisis classification is: the crisis that can be managed vs. crisis that manage us [the organisation][ 3 ].

Generally speaking, crisis as an event is characterised by its unexpected nature inflicting severe impact on those involved. Moreover, a crisis typically demonstrates the characteristics of suddenness, uncertainty and time compression thus demanding immediate action from the manager – often the crisis management decision-making is also based on incomplete facts [ 4 , 5 ]. How any of these challenges are managed can determine the magnitude of the impact a crisis will have on the organisation. Prompt and expertly dealings with a crisis situation and those affected by this crisis can also open new opportunities for future business success [ 6 ]. Unfortunately the crisis reported in the news today will inevitably result in some financial losses as well as human suffering. As a result some businesses will be closed or relocated. The cynics amongst us argue that the crisis simply brought forward what was inevitable and that a ‘natural process of weeding out the weak’ has taken place.

Regrettably crisis events are commonplace, [ 7 ] as organisations are regularly dealing with the pre-crisis; during-crisis or post-crisis issues thus highlighting the need for an early ‘diagnosis and treatment’ of a crisis to reduce the negative impact to the company. Moreover, a crisis can also be a chain of events that are impossible to control or plan for, thus resulting in ‘death or significant injuries’ to those involved, disrupt the business operations as well as damage to or destruction of company assets. In other words, a crisis situation turns ‘business as normal’ into impossibility [ 3 , 6 ].

Tourism as an industry has many characteristics that can make a crisis more probable, magnify the impacts of a crisis and attract extreme media coverage for the event. Firstly, tourism is big business and often cited as the ‘largest peacetime industry’ [ 8 ] and tourism is also advocated as the industry offering sustainable (and quick yielding) development opportunities to the least developed countries. Secondly, the tourism industry is highly integrated with several other industries. In other words, the ripples of a crisis event from the hotels’ supply chain can result in a flood of issues/problems for the business of providing hospitality [ 1 ]. Thirdly, the tourism industry is about the movement of people (i.e. all individuals with the means and motive to travel are potential tourists). Thus the variety of psychological or social responses to unexpected events from the guests of an international hotel will challenge even the ‘best laid [crisis] plans’ as well as the communications skills of experienced PR Managers to maintain calm [ 2 ]. Fourthly, since the consumption of a tourism product requires the customer to travel to a destination the demand for tourism products is sensitive to reports on security and health issues; and finally, many tourists are attracted to fragile locales particularly vulnerable to the forces of nature (e.g. tropical weather, proximity to sea and even seismic activity) or destination with low degree of infrastructure development (so called ‘unspoilt’ destinations) [ 5 , 9 - 11 ].

Moreover, tourism participation is a discretionary activity for most international travelers, many countries (or destinations) have invested heavily on new campaigns in order to acquire the misplaced inbound tourists or to generate alternative demand from domestic travelers [ 12 , 13 ]. Therefore, in tourism industry, ‘… it is no longer a question whether [a crisis] will arise, but when and how it will be dealt with’ [ 7 ] therefore hotels’ crisis plans should be more generic in nature, thus offering personnel accepted behavioural protocols without attempting to script for every eventuality. The wide variety of potential crisis in the hospitality industry also supports this argument.

3. Methodology

The findings in this paper are based on in-depth interviews conducted during October 2008. Non-probability sampling was used to select locations due to the range of past crisis events varying from financial crisis (e.g. current financial crisis worldwide and the financial crisis in Finland in the early nineties), health concerns (e.g. SARS reports linked to Hong Kong) to terrorism (e.g. the UK and London) reported in those locations. At each city, major stakeholders from educational institutions to trade associations were approached to request contact details for hotel managers willing to participate in research projects. Individual interview requests were made through e-mail and the final number of interviews conducted was 12 (three in Hong Kong; six in London and three in Helsinki).

Each respondent received the planned interview questions in advance together with background information for this study and the University research ethics procedures. Although General Managers were approached initially, in some cases the interview request was delegated to the Head of Hotel Security thus resulting in a mixture of nine Hotel Managers and three Hotel Security experts. Collectively, the respondents hold decades of crisis management experience across the world with focus on the hospitality industry as well as other segments of the security industry like Police or Fire departments. Naturally, the personal crisis experience of each person influenced the examples and policies highlighted by each individual thus making the data more rich. The ‘default’ identification for each respondent was to code them by location e.g. ‘Hotel A, HK’ or ‘Hotel K, UK’ etc.

4. Findings and discussion

The first observation during the data collection process was how well prepared all hotels interviewed were. Most interviewees arrived with their crisis management plans, in one incident; a major evacuation practice was due to take place later on the same day.

The probability of incidents or crisis events taking place in a hotel increases with the volume of business and the size of the establishment; ‘when the company [the hotel or the chain of hotels] provides thousands of bed nights every year, something is likely to happen’. One important contributor to hospitality industry incidents or crises are the guests or visitors to the property. The Hotel Manager can select their staff members and train them to respond to events in the desired way. Unfortunately, such luxury does not always exist with the visitors and guests. This is not to say that the visitors would be deliberately causing harm but the mixture of varying cultural norms, language barriers and lack of understanding of the prevailing condition can confuse the guests, thus causing an incident or making the crisis control extremely difficult for the hotel employees [ 2 ]. However, clever use of the extended Marketing Mix resulting in the market positioning , the rates charged as well as the physical evidence of the hotel can, on one hand, discourage segments that might not respond well to the guidance by the hotel employees. On the other hand, the physical evidence evident in a 5* hotel can also have a surreal calming effect on visitors not used to such luxury and formality possibly resulting in the incidental visitor to ‘be on their best behaviour’. Furthermore, policies like ‘no Buck’s nights’ as well as good records of past visitors can also be used to discourage segments outside the hotel’s target market.

The reported crises experienced by the respondents can be classified as internal (within their property) and external (outside their property). The internal crises varied from technical/power failures to death of a hotel guest and the external crises varied from mass cancellation of hotel bookings due to the current financial crisis, to accidental or deliberate incidents of vehicles crashing into the hotel buildings (such deliberate damage to the hotel property and risking of human lives would be classified as terrorism) (Hotel A, HK).

All respondents referred to the Hotel Manager’s responsibility for the well being and safety of staff and guests. In fact the Hotel Manager’s duty of care was the most commonly cited expression across all interviews. Another conclusion from the data collected is that hotel security was often delegated to individuals who already had responsibility for Occupational Health and Safety (OHS). Furthermore, basic hotel security training was also cited to be part of the overall induction to new staff members (Hotel L, UK).

4.1. Being prepared for crisis situations

All respondents advocated the importance of being prepared for crisis situations and most respondents arrived to the interview with their Crisis Preparation Manuals. Furthermore, in one hotel, a crisis response practice was scheduled to take place shortly after the interview. The obvious/visual display of security measures (e.g. metal detectors at the entrance) is appropriate for specific target segments or situations only. The examples illustrated the varied degree of security measures needed for mega events like the 2012 London Olympics (all London respondents) and offering hotel services to the top politicians in the EU or other VIP guests (Hotel E, Finland). In such instances the security protocols are set externally and specialist security personnel is provided by the event organisers. A more common request for additional security takes place when a corporate client uses the hotels conference facilities for a strategically significant meeting. In these situations public access to some parts of the hotel may be restricted (Hotel D, Finland).

The day-to-day security operations included the ‘secondary’ security role assigned to most front line employees. This approach allows for a more discrete security operations and maintaining the appropriate quality of service. For example, the concierge limits the access to the hotel by suspicious individuals (Hotel D, Finland and Hotel L, UK) and front of house personnel diplomatically offering assistance to visitors who do not seem to belong. Such helpful attention to visitors was also experienced by me as the ‘out of place interviewer’.

4.2. Managing costs during crisis

Managing costs effectively during any crisis is probably the key to being able to remain in business during and after crisis, as any reduction in hotel occupancy rates will translate into a drop in the revenues. However, this cost saving exercise should be conducted in a way that allows the hotel to bounce back quickly once the demand for their services returns. For example, short term cost cutting can result in years of Good Will from all stakeholders disappearing, thus resulting in difficulty in securing supplies and recruiting personnel after the crisis is over. A key cost area for service industries is the payroll, therefore if substantial cost cutting is required to survive the current crisis. Therefore, the Hotel Manager will need to ‘look for ways of reducing costs whilst maintaining their support to the staff’ (Hotel C, HK). The labour cost and capacity can be reduced by asking volunteers to take vacation during crisis (Hotel B, HK) or by changing operating procedures (Hotel C, HK). Another response to a crisis event is to stop recruiting (Hotel G, UK).

Moreover, a significant drop in demand and revenues due to a crisis will also require cutting costs in any area possible. For example, the supply costs for power and/or electricity can be managed by closing areas of the property; e.g. by closing a floor and concentrating the guests accommodation in dedicated areas will save power and allow for better utilisation of staff (Hotel B, HK). By concentrating the fewer visitors to specific areas can also help create the perception that the hotel is not badly hit by the current crisis situation, e.g. the worldwide economic crisis. And finally, a drop in demand and revenues should also prompt the Hotel Management to re-evaluate further investment plans. In conclusion, during a crisis event it is important not to waste resources (Hotel G, UK).

4.3. Make full use of local advice

The advice to ‘make use of local advice’ that is often also offered for free, was most frequently communicated by interviewees based in Finland and London. However, such observation could be purely incidental; e.g. in Finland only three respondents were interviewed, one of them had recent experience in providing accommodation for high ranking EU delegates (Hotel E, Finland); the London hotels were getting ready for the 2012 Olympics, and therefore, a greater collaboration between hotels and authorities is to be expected.

The type of free advice offered by local authorities (as well as other organisations) is determined by the location of the hotel. For example, the location of the hotel will determine the required building standards as well as the requirement for a formal rescue plan to be lodged with the authorities, the frequency of relevant safety inspections, and the extent to which the authorities are working with the hotels in a proactive manner (Hotel D, Finland).

Two of the London Interviewees made unprompted comments on how they ‘welcomed the need for fire compliancy and regular inspections’ since ‘the fire certificate ensures compliance with fire safety’. Moreover, through a thorough crisis preparedness plan the hotels were also able to save in their insurance premiums (Hotel G, UK). Furthermore, ‘regular fire inspections help hotels enhance/update their fire safety plans’ (Hotel L, UK).

The closer links between the London Metropolitan Police and the hotels had also resulted in the Police issuing regular updates on specific criminal activities targeting hotels as well as fraudulent individuals to watch out for (Hotel L, UK). Finally, the time to develop positive relationships with authorities like the police or fire/rescue departments is during the quiet times, as good links to the authorities would be needed during crisis (e.g. Hotel L, UK; Hotel D, Finland).

4.4. Maintaining good communication with guests

In a large hotel good customer records are the basis for excellent customer relations. These records will allow the hotel to learn about their frequent guests and to keep their loyal customers (e.g. Hotel D in Finland). However, such inside knowledge should not be used to exhaust the guests with direct mail but rather preserve such communications for times when there is a need to attract business (Hotel L, UK). Furthermore, good guest history [and incident reports] also help dealing with complaints that may be received later.

Accurate record keeping should not be limited to the Customer Relations Department but be a standard across all the departments within the hotel. Moreover, all well documented procedures can also stop a minor incident from becoming a major crisis. For example, accurate temperature control in food preparation processes, maintenance work carried out, and even the details of deliveries taken, may be questioned months after the guest has departed. One Hong Kong based Hotel Manager (Hotel A) commented on guests from several months ago inquiring whether they had been served milk products sourced from China at any stage during their visit to the hotel. These guests had heard international news reports about contaminated baby milk in China and wanted to know if any food or beverages consumed in the hotel could have traces of such contaminated milk (for more on milk contamination in China please see [ 14 ] ). This example highlights the need of thorough record keeping across all departments within the hotel, as these files are needed to reply to a concerned guest whether they have been exposed to any external health risks during their stay at the hotel (Hotel A, HK). For example, international news reports on poor air quality, polluted rivers or even faulty air-conditioning units near the hotel location could cause some negative word-of-mouth if the hotel is not able to demonstrate appropriate duty of care through well maintained records.

Hotels also provide the venue and catering for different types of events. Such functions serve specialist menus to groups up to several hundred guests. The participants of these specialist events can continue their celebrations in various independent restaurants outside the hotel and may even conclude the night with a snack from a street vendor. A guest suffering from food poisoning might blame the hotel for their symptoms even when they are not able to identify all food items consumed during their celebrations. A hotel can eliminate false accusations of poor food hygiene by preserving/freezing a small sample of food prepared for a major banquet. If required, the hotel can get the preserved food samples analysed by an independent laboratory before accepting any liability (Hotel B, HK). Finally, the prevalence of food allergies today requires detailing and standardising the ingredients for every item on the menu (Hotel D, Finland).

4.5. Use of technology to enhance hotel security

Technology can be used to enhance the overall hotel security and cameras in corridors as well as other public spaces are the norm today (Hotel D, Finland). Well positioned cameras and other visible security measures are welcomed by the guests as they increase the perception of security (Hotel I, UK). However, excessive use of cameras can give the impression of specific security problems on the premises (Hotel L, UK). Electronic key cards are also the norm today and the CCTV is viewed invaluable in securing the hotel premises (Hotel K, UK).

Recording security cameras at key positions, alarms and motion sensors indicating unauthorised access, as well as digital monitoring of access to the premises, were nominated as common tools for maintaining hotel security. The hotels in Finland were already using external security agencies to monitor their alarms as well as patrol the premises (Hotel D). Some of the London based hotels were considering such an option as well (Hotel G).

The Internet and e-mail were seen as a tool for enhancing the hotel security as well as a potential risk to the operations or the image of the hotel. The need for up-to-date firewalls to protect the hotels’ computer networks was highlighted by some of the interviewees (e.g. Hotel D, Finland). Furthermore, the need to backup the data together with alternative communications channels outside the primary premises was also identified (e.g. Hotel B, HK; Hotel, UK). Moreover, licence plate readers were installed in the garage of one busy London hotel (Hotel L, UK). Finally, the collaboration between hotels and the police also involved e-mail alerts of scams targeting hotels complete with photographs of the suspects the hotels should look out for (Hotel D in Finland; Hotel K, UK).

Finally, many types of technology was utilised by all interviewees in maintaining the hotel security, and to some extent overt security measures facilitated by technology (e.g. electronic key cards, security cameras in public places) are now expected by the hotel guests. However, the underlying guideline for the use of technology in hotels was the need to ‘protect the privacy of our guest’ (Hotels H and L, UK),

5. Conclusions

The main contribution from this study is the accumulation of practical advice that all Hotel Managers can utilize, regarding of the size of their hotel. The practical advice offered by the participants of this study is based on accumulation of decades hotel management experience across the globe. The findings from these interviews can be grouped under the following headings: Being prepared for crisis situations ; Managing costs during crisis ; Make full use of local advice ; Maintaining good communication with guests ; and the Use of technology to enhance hotel security . The need to offer high levels of service, local collaboration as well as the secondary security related responsibilities of all existing staff were another overlapping theme throughout the interviews.

The findings of this study could be presented as a benchmark for good practice for crisis prevention in large international hotels. The examples cited by the interviewees covered crisis situations from small accidents to terrorism or accidental death within the premises.

The limitations of this study are, therefore, outcome of the limited resources (time and funding for data collection) and the bias towards large, international hotels. The timing of the data collection also coincided with the Economic Tsunami of 2008 where the signs for economic slowdown were already evident (reduced advance bookings, lower than usual occupancy rations as well as the cancellations of large bookings).

The conclusion of this paper should also cite two quotes reflecting the many years of crisis management experience by the Interviewees: ‘every cloud has a silver lining’ (Hotel K, UK) and that hotels can ‘come out of crisis stronger’ (Hotel I, UK)

Acknowledgments

This study was funded by La Trobe University Outside Studies Programme

• 14. Anon China say milk contamination under control. 2008 ABC.

© 2013 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution 3.0 License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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