Cornell hotel and restaurant administration quarterly

COVID-19, aftermath, impacts, and hospitality firms: An international perspective

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

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.

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

Prior resilience research typically focuses on either the individual or the organisational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events and is empirically under-developed In response, our study inductively theorises about the relationships between individual and organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience

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Why resilience managers aren’t resilient, and what human resource management can do about it

While numerous studies have examined the disaster-related challenges of residential populations, little research has documented the effects of disasters on businesses in the tourism industry (Drabek, 2000). As with residential circumstances, effective and efficient preparation, speedy response, and strategic recovery following disasters are crucial for tourism businesses. In this research, Greater New Orleans hotels are examined to assess their resiliency when handling the effects of Hurricane Gustav. Specifically, this research examines (a) the reasons for and effects of business closure, (b) the impact of losing lifeline services (e.g., electricity and telephone service), and (c) the human resource challenges that were caused by the disaster. In a study involving a representative sample of hotels, results indicated that 88% closed to the general public before the hurricane and were closed for an average of four days. Approximately 13% of hotels lost power, 17% lost telephone services, and 42% lost the m...

Zhanna Lamanna

Papers

An assessment of resilience: disaster management and recovery for Greater New Orleans' Hotels.