Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

Hdl Handle:
http://hdl.handle.net/10149/58397
Title:
Models of crisis management: an evaluation of their value for strategic planning in the international travel industry
Authors:
Evans, N. G. (Nigel); Elphick, S. (Sarah)
Affiliation:
Northumbria University. Newcastle Business School. Centre for Travel and Tourism.
Citation:
Evans, N. and Elphick, S. (2005) 'Models of crisis management: an evaluation of their value for strategic planning in the international travel industry', International Journal of Tourism Research, 7 (3), pp.135-150.
Publisher:
John Wiley & Sons, Ltd.
Journal:
International Journal of Tourism Research
Issue Date:
Apr-2005
URI:
http://hdl.handle.net/10149/58397
DOI:
10.1002/jtr.527
Abstract:
Tourism is particularly prone to external shocks, which by their nature are unpredictable and need to be addressed through effective crisis management processes. The paper reviews the literature relating to crisis management in tourism and identifies and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. The terrorist attacks of 9/11 are used as an exemplar of the type of external shock that can lead to crisis if travel industry managers fail to take immediate and decisive action. This paper discusses the reactions of leading UK based tour operators to the terrorist attacks and a case study is presented to examine the reaction of a particular company to 9/11 and to review the turnaround strategies used. The crisis management process model is compared and contrasted with the steps actually undertaken at the company. It is evident that there are wider lessons for the travel industry including the need to: integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility.
Type:
Article
Keywords:
crisis management; terrorism; tour operators; tourism
ISSN:
1522-1970
Rights:
Author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 12/01/2010]
Citation Count:
0 [Web of Science and Scopus, 12/01/2010]

Full metadata record

DC FieldValue Language
dc.contributor.authorEvans, N. G. (Nigel)-
dc.contributor.authorElphick, S. (Sarah)-
dc.date.accessioned2009-04-01T10:51:01Z-
dc.date.available2009-04-01T10:51:01Z-
dc.date.issued2005-04-
dc.identifier.citationInternational Journal of Tourism Research; 7 (3): 135-150-
dc.identifier.issn1522-1970-
dc.identifier.doi10.1002/jtr.527-
dc.identifier.urihttp://hdl.handle.net/10149/58397-
dc.description.abstractTourism is particularly prone to external shocks, which by their nature are unpredictable and need to be addressed through effective crisis management processes. The paper reviews the literature relating to crisis management in tourism and identifies and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. The terrorist attacks of 9/11 are used as an exemplar of the type of external shock that can lead to crisis if travel industry managers fail to take immediate and decisive action. This paper discusses the reactions of leading UK based tour operators to the terrorist attacks and a case study is presented to examine the reaction of a particular company to 9/11 and to review the turnaround strategies used. The crisis management process model is compared and contrasted with the steps actually undertaken at the company. It is evident that there are wider lessons for the travel industry including the need to: integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility.-
dc.publisherJohn Wiley & Sons, Ltd.-
dc.rightsAuthor can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 12/01/2010]-
dc.subjectcrisis management-
dc.subjectterrorism-
dc.subjecttour operators-
dc.subjecttourism-
dc.titleModels of crisis management: an evaluation of their value for strategic planning in the international travel industry-
dc.typeArticle-
dc.contributor.departmentNorthumbria University. Newcastle Business School. Centre for Travel and Tourism.-
dc.identifier.journalInternational Journal of Tourism Research-
ref.assessmentRAE 2008-
ref.citationcount0 [Web of Science and Scopus, 12/01/2010]-
or.citation.harvardEvans, N. and Elphick, S. (2005) 'Models of crisis management: an evaluation of their value for strategic planning in the international travel industry', International Journal of Tourism Research, 7 (3), pp.135-150.-
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