An integrative framework for investigating disaster resilience within the hotel sector (original) (raw)
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Exploring Disaster Resilience for the Hotel Sector
Within the tourism industry, the hotel sector's vulnerabilities are multi-faceted. This literature discussion scrutinizes how disaster and resilience is framed for the tourism sector, and how the concepts can be applied to the hotel sector. A synthesis of the literature points to the importance of prioritizing disaster resilience building for the hotel sector. The body of literature regarding disasters, tourism, and more specifically hotels, has increased over the last 20 years, still improvements in the hotel sector's disaster preparedness and do not appear to be on the same trajectory. Illustrating the predicament of the contemporary hotel industry serves to open a discussion about the value of building resiliency to disaster for hotels. As the numbers of people affected by disasters grows, the importance of providing actionable information to limit the severity of these events on communities also escalates in pace.
Open Geosciences
Hotels, like any other businesses in a given location, can be threatened by natural disasters, usually with significant and long-term consequences. The hotel industry is particularly vulnerable and exposed to the risk of property being physically damaged or completely destroyed. Apart from the physical damage, there is also an accompanying economic risk of the tourism sector suffering as tourists avoid areas affected by a disaster event. Therefore, hotels in the areas prone to natural disasters must ensure they are resilient enough to carry on through the turbulent period until regular business levels return. This study is based on survey responses of 63 hotel managers from the 12 European countries most frequently affected by natural disasters. The study relies on multi-capital predictor based approach and examines hotel resilience to natural disasters. It has been found that managers’ previous experience of a natural disaster, duration of managerial experience, and organizational ...
Toward a Resilience Model for the Hospitality & Tourism Industry
Journal of Human Resources in Hospitality & Tourism, 2011
The present research examines the impact of natural disasters on hospitality industry jobs and attempts to model job resilience after the industry experiences a disaster. While disasters are increasing at an unparalleled velocity, the hospitality industry has yet to fully appreciate their impact, reach, and consequences. Because the industry is a critical source of domestic economic activity, it is important to understand what happens to industry jobs post disaster and the mechanisms by which industry resilience is achieved. Using systems theory and a capital stock approach, our prior research supports our hypothesis: changes in hospitality industry jobs as a result of experiencing a natural disaster are a function of community resilience. Our regression results suggest characteristics such as creating and maintaining social networks of shared norms and values in a community help explain more changes in industry jobs than does the consequence of anatural disaster. This new model of resilience builds on community characteristics to foster industry jobs sustainability.
Exploring disaster resilience within the hotel sector: A systematic review of literature
International Journal of Disaster Risk Reduction, 2017
Within the tourism industry, the hotel sector's vulnerabilities are multi-faceted. This literature discussion scrutinizes how disaster and resilience is framed for the tourism sector, and, more specifically, how the concepts can be applied to the hotel sector. A synthesis of the literature points to the importance of prioritizing disaster resilience building for the hotel sector. The body of literature regarding disasters, tourism, and more specifically hotels, has increased over the last 20 years, still improvements in the hotel sector's disaster preparedness and do not appear to be on the same trajectory. Illustrating the predicament of the contemporary hotel industry serves to open a discussion about the value of building resiliency to disaster for hotels. As the numbers of people affected by disasters grows, the importance of providing actionable information to limit the severity of these events on communities also escalates in pace.
International journal of disaster risk reduction, 2021
Within the tourism industry, the hotel sector's vulnerabilities are multi-faceted. This literature discussion scrutinizes how disaster and resilience is framed for the tourism sector, and, more specifically, how the concepts can be applied to the hotel sector. A synthesis of the literature points to the importance of prioritizing disaster resilience building for the hotel sector. The body of literature regarding disasters, tourism, and more specifically hotels, has increased over the last 20 years, still improvements in the hotel sector's disaster preparedness and do not appear to be on the same trajectory. Illustrating the predicament of the contemporary hotel industry serves to open a discussion about the value of building resiliency to disaster for hotels. As the numbers of people affected by disasters grows, the importance of providing actionable information to limit the severity of these events on communities also escalates in pace.
International Journal of Disaster Risk Reduction, 2019
The measure of disaster resilience within the hotel sector is investigated in this exploratory quantitative study. Disaster resilience of hotels describes the organisations' ability to withstand and recover from a disaster. Data collected from hotel general managers and staff in two New Zealand tourist destinations were derived through an Internet-based survey instrument. The survey data queried different aspects of disaster resilience from a capital- Authors' note: Research funded in part by Massey University, GNS Science New Zealand, and Hawkes's Bay Civil Defence Disaster resilience survey hotels New Zealand 2 based approach. Capitals investigated included economic, social, human, physical, natural, and cultural. Survey insights from both general managers and staff in Hawke's Bay and Wellington regions advance our knowledge of resilience predictors and highlights current and future resilience-building actions and activities, and gaps. The inclusion of employee responses in studies of tourism management is uncommon and provides an added dimension to our understanding of disaster resilience-building in the hotel context. The data shows that hotels in the sample have positive attributes of disaster resilience across all of the surveyed capital predictors. Data also identified some gaps in these hotels' disaster resilience. Recommended areas of future focus for resilience-building include: budgeting disaster management activities, greater emphasis on involving staff in disaster planning, and increased information on hazards and protective actions for guests.
The Critical Role of Social Capital in Hotel Business Resilience
Jurnal Manajemen dan Agribisnis
The COVID-19 outbreak provides the tourism industry incalculable lessons. Many businesses are concentrating on resilience, but few have explored the potential benefits of social capital. This article explains how utilising social capital might help business hotels boost their resilience during times of crisis. Social capital is inextricably linked to social networks, group collaboration, and trust among internal and external stakeholders. The research conducts in March to August 2021. The data was assessed qualitatively through interviews with four informants from the hospitality industry (Hotel Managers) and hotel associations. According to the research, social capital manifests itself in a variety of ways to assist hotels in times of difficulty. Internally, fighting a pandemic requires a willingness to compromise, with the hotel's leadership and creativity playing a critical role. Externally, the government's and associations' roles have a significant impact on hotel resiliency. Collaboration with associations and other external parties has been demonstrated to assist hotels during times of crises. Social capital cannot be created instantly but must be nurtured from the beginning of the hotel's operations. In turn, the social capital that has been established will ensure the hotel's long-term sustainability facing challenges.
Organizational capital and resilience of hotels amidst the COVID-19 pandemic
International Journal of Research Studies in Management, 2022
The Coronavirus disease (COVID-19) pandemic that struck the world last 2019 has severely impacted the hospitality and tourism industry sector, evidenced by the decrease in visitor arrivals and tourism revenues. Aligned with the UN Sustainable Development Goal of Decent Work and Economic Growth, this paper explores hotel organizations in terms of organizational capital and resilience amidst the pandemic. Data from 202 survey questionnaires were collected from managers, supervisors, and rank-and-file hotel employees of Department of Tourism (DOT) accredited hotels in Region 4A CALABARZON, Philippines. Interviews were also conducted to substantiate the results. In terms of profile, the majority of the hotel employees are between 25 to 40 years old, female, occupying rank-and-file positions, with Bachelor's degrees, and 1 to 8 years of work experience. Results show that the strengths of the organizational capital of hotels are the available resources to withstand the COVID-19 crisis, open and constant communication with stakeholders, sufficient knowledge and skills of the employees, and the ability to adapt to changing business environment post-pandemic. Hotels are found to be resilient because of their resilience ethos, situation awareness, adaptive capacity, and remarkable ability to manage vulnerabilities. This study concludes a highly significant positive relationship between organizational capital and resilience, which means that a more substantial organizational capital correlates to stronger organizational resilience. This study recommends specific courses of action for organizational capital development and hotel resiliency programs to guide hotels in navigating the new normal.
A Capital Model for Disaster Resilience
2016
This paper proposes a capital model for disaster resilience. A central notion to this effect is viewing an organization as a capital conversion and capital creation system (Mandviwalla et al. 2014). Systems resilience was originally defined as the measure of a system’s persistence and ability to absorb disturbances (Holling 1973). Our approach corresponds to “resilience-1; Resilience as rebound from trauma and return to equilibrium as,” which according to Woods (2015) is one of the four main categories of disaster resilience. We develop a system dynamics model expressing the main features observed in selected municipalities affected by the Great East Japan Earthquake. We show that the model is able to describe qualitatively the processes of capital destruction by the earthquake with the associated tsunami and the subsequent capital recreation. We discuss how the system dynamics model can be used to further increase our understanding of capital conversion processes in disaster resili...