We live in an uncertain world characterized by the occurrence of unexpected incidents in different corners of the globe which can have widespread adverse consequences. It is therefore vital to be prepared for, and attempt to prevent or mitigate the negative effects of such crises through crisis management tools and organizational learning practices. According to the current literature, the tourism and hospitality industry has been exposed to dramatic impacts from human-induced crises and natural disasters during past decades. The repercussions are manifested in the form of business failure, economic losses, tarnished destination image, physical damage to infrastructure and facilities, psychological effects, and other undesirable outcomes. Many of these crisis events are recurrent and their effects can be averted or ameliorated through practicing organizational learning and engaging in preparation activities. However, limited attempts have been made by industry players to detect early warning signals, learn from crises and prepare for the next ones. Despite the important contributions in terms of 'lessons learned' from historical analyses, they usually provide little information on how tourism organizations facing the crisis attempted to manage it proactively and what they did reactively (Paraskevas and Quek, 2019). Comprehensive sources in this field is thus necessary to fill this gap. Few research studies are available to discuss organizational learning in the process of tourism crisis management. A comprehensive collection of book chapters concentrating on both theory and practice will shed some light on this issue and propose recommendations for future investigation. Hence, the aim of this publication is to discover various aspects of organizational learning in tourism and hospitality crisis management and discuss future prospects. The book will be the main resource for future research in the field of tourism crisis management and organizational learning. There would be several reasons for such demand. First, this subject is relatively new in the hospitality and tourism field, covering many critical aspects of organizational learning in tourism crisis management. This novelty and in-depth discussions of practical lessons across the globe could be of great interest to both academics and practitioners alike. In recent years, many tourism and hospitality firms have applied the essence of crisis management and organizational learning in their contingency planning and crisis management frameworks. Tourism and hospitality managers have fully realized the importance of learning from previous crises and thus applied these learning strategies in their preparation programs. Therefore, they would be very eager more than before to use this material and recommend it to colleagues, employees, etc. Another potential demand would be academics, students and researchers in the both fields of organizational learning and tourism crisis management. Most universities and tourism institutions either directly or indirectly have developed new curriculums on tourism crisis management at Masters and PhD levels with special focus on organizational learning and preparation. This book will be of great interest for these people as previous resources are relatively outdated and furthermore, they did not cover the subject of organizational learning in details.

Using examples from the UK, Europe, America, Australia and Asia, this book provides an analysis of the latest thinking and practice in dealing with extreme and sudden reductions in demand for specific tourist destinations or products. It shows that managerial responses, including problem solving and market recovery steps, vary in effectiveness and that recovery may be slow after initial problems are overcome.

Although ‘VUCA’ is not a new term, the features of the world it describes, a volatile, uncertain, complex and ambiguous environment, have never been more valid. The VUCA world has become the new reality for business, specifically for hospitality and tourism organizations that are more vulnerable than any other sector due to the historically-recognized turbulent environment in which they operate. In this book, the authors present unique factors that make hospitality and tourism organizations resilient in the VUCA world. With contacts at the center of their hospitality and tourism organizational resilience model, the organizational and psychological perspectives are also incorporated. This innovative volume tests the model of organizational resilience in hospitality and tourism organizations. The study identifies and validates organizational and individual factors that create a resilient organization in the hospitality and tourism sector. It will be of interest to researchers, academics, practitioners, and advanced students in the fields of organizational studies, strategic management, hospitality, and tourism management.

Crisis management in the tourism industry aims to ilustrate the theories and actions that can be taken to better understand consumer, economic and environmental reaction to national and international crises, in order for the businesses involved to be more prepared for such events.

An important challenge facing tourism is the anticipation of the threat of crises precipitated by natural and people-made catastrophes, and being adequately prepared for them. Despite an increase in research on this issue there is still a considerable lack of clarity on the impacts of crises on the tourism industry. Illustrated by a range of international case studies, this book provides a systematic and conceptual approach to questions such as how tourism businesses prepare for and react to crisis, which measures are taken and what impact they have, and which strategies can be employed to overcome them. By discussing, analyzing and synthesizing the literature on crisis management, the authors question how business can become more proactive in preparing and dealing with crises in the tourism industry.

This book employs epistemological, methodological and discursive approaches to explore the practices of tourism stakeholders in Covid-19 affected destinations and to understand and explain their everyday real-time doings and sayings. It discusses the changing practices of tourists and stakeholders at both micro and meso levels and provides a range of contexts and destination case studies offering insights into supply and demand. The issues examined in the volume will have continued implications for further study of the relationships between tourism, crises, pandemics and global travel. It will be a useful resource for researchers and students in tourism studies, geography, politics and policy, as well as sociology, history, crisis management and development studies.

Tourism Risk: Crisis and Recovery Management provides a comprehensive collection of new insights for traditional paradigms, as well as exploring more recent developments in research methodology in the context of crisis management in tourism.