Crisis Management Strategies of Startups in the COVID-19 Pandemic

2021 ◽  
Vol 13 (1) ◽  
pp. 1-22
Author(s):  
Ribin Seo ◽  
Youngwoo Lee
Keyword(s):  
Crisis Management ◽  
Management Strategies

Regional aspects of organizing anti-crisis management at enterprises for the production of special-purpose products

2020 ◽  
Vol 19 (3) ◽  
pp. 106-115
Author(s):  
Tatiana V. Kakatunova ◽  
M. V. Maksimkin ◽  
E. A. Sorokin
Keyword(s):  
Crisis Management ◽  
Management System ◽  
Management Strategies

The features of the formation of the anti-crisis management system for special-purpose enterprises are considered. Anti-crisis management strategies in industry are proposed

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

Crisis Management Strategies in Jordanian Hotel Industry

2021 ◽  
Vol 12 (2) ◽  
pp. 578
Author(s):  
Maisoon ABO MURAD ◽  
Abdullah AL-KHARABSHEH ◽  
Abdulrahman AL-KHARABSHEH
Keyword(s):  
Developing Countries ◽  
Crisis Management ◽  
Management Strategies ◽  
Hotel Industry ◽  
Response Strategies ◽  
Common Strategy

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.

A Methodology for the Sport Industry to Capture Public Perceptions and Responses in the Time of COVID-19

2021 ◽  
Author(s):  
Yen-Yao Wang ◽  
Tawei (David) Wang ◽  
Kyunghee Yoon
Keyword(s):  
Crisis Management ◽  
Management Strategies ◽  
Professional Sports ◽  
Public Perceptions ◽  
Learning Approaches ◽  
Sports Industry ◽  
Sport Industry ◽  
Hidden Patterns ◽  
The Impact ◽  
Sports Activities

The COVID-19 pandemic has had an unprecedented impact on the sports industry, affecting from professional sports activities to the 2020 Summer Olympics. It has wreaked havoc on the sports calendar, causing a number of events to be canceled or postponed. This study proposes a methodology by which the sports industry can assess public perceptions and responses in social media to gain important insights that can be used to craft effective crisis management strategies. Using machine learning approaches in order to extract hidden patterns in tweets could assist practitioners in creating and implementing crisis communication strategies for mitigating the impact of COVID-19.

Covid-19 Crisis Management Responses of Small Tourism Firms in South Africa

2022 ◽  
Author(s):  
Irma Booyens ◽  
Christian M. Rogerson ◽  
Jayne M. Rogerson ◽  
Tom Baum
Keyword(s):  
South Africa ◽  
Crisis Management ◽  
Management Practices ◽  
Management Strategies ◽  
Tourism Industry ◽  
Government Support ◽  
Interview Survey ◽  
Tourism Enterprises ◽  
And Coping ◽  
The Impact

Although the literature on COVID-19 is expanding, particularly in relation to crisis management responses pursued by large tourism enterprises, currently few studies exist on the responses of small tourism firms and more specifically of the crisis management practices of small and microaccom modation establishments. The aim in this study is to investigate the business management responses of small tourism firms to the COVID-19 pandemic crisis and restrictions in South Africa. Themes of concern are whether enterprises have been able to sustain operations and adopt certain coping mechanisms or management strategies to mitigate the pandemic’s impact. The article reports on an interview survey of small and microenterprises engaged in accommodation services (N = 75) in South Africa under lockdown restrictions as a means of assessing the responses and coping strategies during an unprecedented crisis of this core component of the country’s tourism industry. Among key findings are that small and microlodging firms that have suffered severe financial losses because of the COVID-19 shock have few viable mechanisms to cope with the impact of the crisis and that government support to aid recovery has been insufficient in South Africa. This research contributes to the limited body of international scholarship that examines how small and microaccommodation firms, a major group and contributor of many economies, are navigating the unprecedented COVID-19 environment.

Strategic Practices and Crisis Management

2019 ◽  
pp. 156-181
Author(s):  
Yacoub Adel Nasereddin ◽  
Fayez Albadri
Keyword(s):  
Crisis Management ◽  
Management Strategies ◽  
State Level ◽  
Preventive Strategy ◽  
Negative Effects ◽  
Recognition Phase ◽  
Shock Phase ◽  
Definition Of ◽  
Phase Recognition ◽  
Adaptation Phase

Important as it is, crisis has become the hallmark of the present era, making it necessary to confront, contain, and reduce its negative effects. As a science, crisis management is associated with responding to crises, and as an art, it is about making decisions under exceptional pressure in the absence of information. It also needs to follow methodical practices such as strategic thinking, strategic planning, and strategic management to ensure effectiveness. This chapter provides an overview of crisis management as a discipline, highlighting important aspects, such as the definition of crisis and related terms (accident, conflict, danger, and disaster), concepts, causes, and characteristics, and distinguishing between crisis management and management crisis in practice. The study also outlines a typical crisis life cycle and its phases (shock phase, regression phase, recognition phase, and adaptation phase). The research then moves to identifying crisis management strategies, defining preventive strategy technique, emphasizing the importance of effective strategic practices in crisis management, and minimizing their impact. The research concludes by proposing a model to increase the effectiveness of crisis management through effective strategic practices at the state level.

scholarly journals Comparing crisis management practices in the hotel industry between initial and pandemic stages of COVID-19

2020 ◽  
Vol 32 (10) ◽  
pp. 3135-3156 ◽  
Author(s):  
Ivan Ka Wai Lai ◽  
Jose Weng Chou Wong
Keyword(s):  
Performance Analysis ◽  
Human Resources ◽  
Crisis Management ◽  
Management Practices ◽  
Management Strategies ◽  
Hotel Industry ◽  
Content Type ◽  
Initial Stage ◽  
Travel Restrictions ◽  
Hotel Managers

Purpose Given the increasing number of travel restrictions, the COVID-19 outbreak has dealt a crippling blow to the hotel industry, and the crisis management practices supporting the industry needs are changing as the pandemic continues. This study aims to compare how the hotel industry has responded to this crisis at the initial stage and the pandemic stage. Design/methodology/approach Data were collected from hotel managers in Macau in two occasions, namely, early February and early April 2020. Importance-usage-performance analysis was conducted to classify six categories of practices (pricing, marketing, maintenance, human resources, government assistance and epidemic prevention) into four executable crisis management strategies (priority, maintain, low priority and possible overkill) for each stage. Follow-up in-person interviews were conducted to validate the results of the study. Findings In the initial stage, priority strategies should be applied in all epidemic prevention, pricing and maintenance practices and in two governmental assistance and human resources practices. In the pandemic stage, all epidemic prevention practices remain at the priority quadrant, but two pricing practices are downgraded. Hotels tended to force labour into unpaid vacations (furlough) and postpone office and system maintenance. Governmental assistance should be at a low priority. Originality/value This study contributes to the knowledge of contingency planning for crisis management across crisis periods. It also demonstrates the processes of importance-usage-performance analysis for researchers to undertake further studies in tourism crisis management. Timely recommendations for governments and hotel industry stakeholders are provided to cope with this crisis.

Crisis Management Strategies

Drug Safety ◽  
2004 ◽  
Vol 27 (8) ◽  
pp. 603-608 ◽  
Author(s):  
Maria C Koster ◽  
Helen Politis-Norton
Keyword(s):  
Crisis Management ◽  
Management Strategies

Differences in Crisis-Management Strategies in Tourism in the United States and Spain

1998 ◽  
Vol 82 (1) ◽  
pp. 73-74 ◽  
Author(s):  
Alfonso González-Herrero ◽  
Cornelius B. Pratt
Keyword(s):  
United States ◽  
Crisis Management ◽  
Management Strategies ◽  
The United States

This study compared strategies used by communications and marketing directors in the tourism industries of the United States and Spain to avert or to respond to crises. Analysis indicated that the 88 U.S. directors were significantly better prepared to manage crises than were their 70 Spanish peers.

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