Crisis Management Strategies in Jordanian Hotel Industry
Abstract
The aim of the current study is to identify the crisis management strategies in five-star hotels in Jordan. The most world wild crisis management strategies in hotel industry were synthesized from the literature. Data for this study were collected from 50 managers in five-star hotels in Amman. Self-administrated questionnaires were distributed to the targeted sample. SPSS was used to analyse the data and test the hypotheses. The findings showed that the strategies used to manage crises are coping and response strategies; furthermore, the most common strategy is the changing path strategy. This study offers some new insights about crisis management in Jordanian hotels. So, it aims to contribute to this growing area of research in developing countries.
References
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[25] Pennington-Gray, L., Kaplanidou, K., Thapa, B. and Cahyanto, I. 2011. Crisis Planning and Preparedness in the United States Tourism Industry. Cornell Hospitality Quarterly 52(3): 312-320. DOI:https://doi.org/10.1177/1938965511410866
[26] Qiu, R. T., Park, J., Li, S. and Song, H. 2020. Social costs of tourism during the COVID-19 pandemic. Annals of Tourism Research, 84: 102994. DOI: https://doi.org/10.1016/j.annals.2020.102994
[27] Sapriel C. 2003. Effective Crisis Management: Tools and Best Practice for the New Millennium. Journal of Communication Management, 7(4): 348-355. DOI: https://doi.org/10.1108/13632540310807485
[28] Sawalha, I. H. S., Jraisat, L. E. and Al‐Qudah, K. A. 2013. Crisis and disaster management in Jordanian hotels: practices and cultural considerations. Disaster Prevention and Management: An International Journal, 22(3): 210-228. DOI: https://doi.org/10.1108/DPM-09-2012-0101
[29] Tayeh, S. N. A. and Mustafa, M. H. 2018. Tourism Crisis Management in Jordan: an Overview. Advances in Social Sciences Research Journal, 5(2). DOI: https://doi.org/10.14738/assrj.52.4210
[30] Zamoum, K. and Gorpe, T. S. 2018, Crisis management: A historical and conceptual approach for a better understanding of today’s crises. In Crisis Management-Theory and Practice. IntechOpen. DOI:https://doi.org/10.5772/intechopen.76198
[31] Zech, N. 2016. The Integrated Crisis Management Model for the Hotel Industry: Lowering Crisis Susceptibility and Strengthening Stakeholder Relationship Management. Expert Journal of Business and Management. 4(1): 28-37. Available at https://business.expertjournals.com/ark:/16759/EJBM_404zech28-37.pdf
[2] Abo-Murad, M. and Abdullah, K. 2019. Turnover culture and crisis management: Insights from Malaysian hotel industry. Academy of Strategic Management Journal, 18(2): 1-14.DOI: 1939-6104-18-2-342
[3] Adnan, M. 2014. Pakistan’s Crisis Management: Examining Proactive and Reactive Strategies. Journal of Political Studies, 21(1): 161-177. Available at http://pu.edu.pk/images/journal/pols/pdf-files/Mubeen_V21_Issue1_2014.pdf
[4] Al- Omari, I., Ali, M., Mahmoud, M. and Jawabreh, A. 2015. The Arab spring impacts on the Jordanian hotels sector. International Journal of Humanities and Social Science, 5(4): 159-171. Available at https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.1089.2088&rep=rep1&type=pdf
[5] Alas, R. 2009. The Triangular Model for Dealing with Crisis Management. Managing in a Global Economy XIII, by JK Miller, Rio de Janeiro, Brazil, June, 21-25. Available at https://www.etis.ee/Portal/Publications/Display/06caf84b-4bbe-47e8-82d4-cfd6eae98f0b?lang=ENG
[6] AlBattat, A. R., and MatSom, A. P. 2014. Emergency planning and disaster recovery in Malaysian hospitality industry. Procedia-Social and Behavioral Sciences, 144: 45-53. DOI:https://doi.org/10.1016/j.sbspro.2014.07.272
[7] Al-Khrabsheh, A. 2018. Impact of Strategic Planning on Crisis Management in the Profit and Non-Profit Sector in Jordan. Academy of Strategic Management Journal, 17(5): 1. DOI: 12. 1939-6104-17-5-265
[8] Alonso-Almeida, M.D.M. Bremser, K. and Llach, J. 2015 Proactive and Reactive Strategies Deployed by Restaurants in Times of Crisis: Effects on Capabilities, Organization and Competitive Advantage. International Journal of Contemporary Hospitality Management, 27(7): 1641-1661. DOI:https://doi.org/10.1108/IJCHM-03-2014-0117
[9] Alzoubi, R. H. M. and Jaaffar, A. H. 2020. Leadership Styles, Crisis Management, and Hotel Performance: A Conceptual Perspective of the Jordanian Hotel Industry. Journal of Critical Reviews, 7(10): 556-562. DOI:https://doi.org/10.31838/jcr.07.10.110
[10] Bundy, J. Pfarrer, M. D. Short, C. E. and Coombs, W. T. 2017. Crises and crisis management: Integration, interpretation, and research development. Journal of management, 43(6): 1661-1692. DOI:https://doi.org/10.1177/0149206316680030
[11] Coombs, T. 2007. Protecting organization reputations during a crisis: the development and application of situational crisis communication theory. Corporate Reputation Review, 10(3): 163-176. DOI:https://doi.org/10.1057/palgrave.crr.1550049
[12] Crandall, W. R. Parnell, J. A. and Spillan, J. E. 2013. Crisis Management: Leading in the New Strategy Landscape. (2nd ed). Sage Publications. DOI: https://doi.org/10.1016/j.pubrev.2016.02.004
[13] Dahles, H. and Susilowati, T.P. 2015. Business Resilience in Times of Growth and Crisis. Annals of Tourism Research, 51: 34-50. DOI: https://doi.org/10.1016/j.annals.2015.01.002
[14] El-Shaer, N. 2018. Managing Egyptian five- stars hotels during times of crises. International Journal of Heritage, Tourism and Hospitality, 12(1/2): 210- 231. DOI: https://doi.org/10.21608/ijhth.2018.31512
[15] Ertaş, M., Sel, Z. G., Kırlar-Can, B. and Tütüncü, Ö. 2021. Effects of crisis on crisis management practices: a case from Turkish tourism enterprises. Journal of Sustainable Tourism, 1-18. DOI: https://doi.org/10.1080/09669582.2021.1879818
[16] Faulkner, B. 2001. Towards a Framework for Tourism Disaster Management. Tourism Management, 22(2): 135-147. DOI: https://doi.org/10.1016/S0261-5177(00)00048-0
[17] Gilpin. D. and Murphy, P. 2008. Crisis management in complex world, New York, USA. Oxford University. DOI: https://doi.org/10.1093/acprof:oso/9780195328721.001.0001
[18] Glaesser, D. 2006. Crisis Management in the Tourism Industry. Linacre House, Jordan Hill, Oxford. UK. Available at https://www.routledge.com/Crisis-Management-in-the-Tourism-Industry/Glaesser/p/book/9780750665230
[19] Lai, I. K. W. and Wong, J. W. C. 2020. Comparing crisis management practices in the hotel industry between initial and pandemic stages of COVID-19. International Journal of Contemporary Hospitality Management. DOI: https://doi.org/10.1108/IJCHM-04-2020-0325
[20] Masa’adeh, R., Alananzeh, O. Tarhini, A. and Algudah, O. 2018. The effect of promotional mix on hotel performance during the political crisis in the Middle East. Journal of Hospitality and Tourism Technology. DOI: https://doi.org/10.1108/JHTT-02-2017-0010
[21] Mitroff, I. I. Alpaslan, M. C. and Green, S. E. 2004. Crises as Ill Structured Messes. International Studies Review, 6(1): 165-194. DOI: https://doi.org/10.1111/j.1521-9488.2004.393_3.x
[22] Moore, T. and Lakha, R. 2006. Tolley's Handbook of Disaster and Emergency Management, Routledge. Available at: https://www.routledge.com/Tolleys-Handbook-of-Disaster-and-Emergency-Management/Moore-Lakha/p/book/9780750669900
[23] Nofal, M. I., Al-Adwan, A. S., Yaseen, H., and Alsheikh, G. A. A. 2020. Digital marketing effect to intention to domestic tourism during COVID-19 in Jordan. Periodicals of Engineering and Natural Sciences, 8(4): 2471-2483. DOI: http://dx.doi.org/10.21533/pen.v8i4.1754
[24] Pearson, C.M. and Clair, J.A. 1998. Reframing Crisis Management. Academy of management review, 23(1): 59-76. DOI: https://doi.org/10.2307/259099
[25] Pennington-Gray, L., Kaplanidou, K., Thapa, B. and Cahyanto, I. 2011. Crisis Planning and Preparedness in the United States Tourism Industry. Cornell Hospitality Quarterly 52(3): 312-320. DOI:https://doi.org/10.1177/1938965511410866
[26] Qiu, R. T., Park, J., Li, S. and Song, H. 2020. Social costs of tourism during the COVID-19 pandemic. Annals of Tourism Research, 84: 102994. DOI: https://doi.org/10.1016/j.annals.2020.102994
[27] Sapriel C. 2003. Effective Crisis Management: Tools and Best Practice for the New Millennium. Journal of Communication Management, 7(4): 348-355. DOI: https://doi.org/10.1108/13632540310807485
[28] Sawalha, I. H. S., Jraisat, L. E. and Al‐Qudah, K. A. 2013. Crisis and disaster management in Jordanian hotels: practices and cultural considerations. Disaster Prevention and Management: An International Journal, 22(3): 210-228. DOI: https://doi.org/10.1108/DPM-09-2012-0101
[29] Tayeh, S. N. A. and Mustafa, M. H. 2018. Tourism Crisis Management in Jordan: an Overview. Advances in Social Sciences Research Journal, 5(2). DOI: https://doi.org/10.14738/assrj.52.4210
[30] Zamoum, K. and Gorpe, T. S. 2018, Crisis management: A historical and conceptual approach for a better understanding of today’s crises. In Crisis Management-Theory and Practice. IntechOpen. DOI:https://doi.org/10.5772/intechopen.76198
[31] Zech, N. 2016. The Integrated Crisis Management Model for the Hotel Industry: Lowering Crisis Susceptibility and Strengthening Stakeholder Relationship Management. Expert Journal of Business and Management. 4(1): 28-37. Available at https://business.expertjournals.com/ark:/16759/EJBM_404zech28-37.pdf
Published
2021-03-29
How to Cite
ABO MURAD, Maisoon; AL-KHARABSHEH, Abdullah; AL-KHARABSHEH, Abdulrahman.
Crisis Management Strategies in Jordanian Hotel Industry.
Journal of Environmental Management and Tourism, [S.l.], v. 12, n. 2, p. 578-587, mar. 2021.
ISSN 2068-7729.
Available at: <https://journals.aserspublishing.eu/jemt/article/view/5980>. Date accessed: 15 nov. 2024.
doi: https://doi.org/10.14505//jemt.v12.2(50).27.
Section
Article
Copyright© 2024 The Author(s). Published by ASERS Publishing 2024. This is an open access article distributed under the terms of CC-BY 4.0 license.