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Organizational learning in tourism and hospitality crisis management / ed. by Zahed Ghaderi, Alexandros Paraskevas.

Contributor(s): Material type: TextTextSeries: De Gruyter Studies in Tourism ; 8Publisher: Berlin ; Boston : De Gruyter, [2021]Copyright date: ©2022Description: 1 online resource (VI, 249 p.)Content type:
Media type:
Carrier type:
ISBN:
  • 9783110679076
  • 9783110679229
  • 9783110679120
Subject(s): Other classification:
  • online - DeGruyter
Online resources: Available additional physical forms:
  • Issued also in print.
Contents:
Frontmatter -- Contents -- 1 Introduction -- 2 Organizational learning in tourism crisis management: An experience from Malaysia -- 3 Crisis knowledge in tourism: Types, flows, and governance -- 4 COVID-19 impact on the human aspect of organizational culture and learning: The case of the Greek hospitality industry -- 5 Learning from a cascading crisis: A framework for crisis learning stewardship -- 6 An organizational learning model for crisis management in tourism and hospitality -- 7 Foresight thinking and organizational learning: Scenario planning as a DMO crisis management tool -- 8 Barriers to organizational learning: The case of Mexico and COVID-19 -- 9 Institutionalization of organizational learning frameworks in tourism crisis management -- 10 Crisis and organizational learning: The hidden links between aviation and hospitality industry -- 11 Crisis management and organizational learning: The case of Denizli’s hotels -- 12 Revisiting tourism crisis management practice: Learning from COVID-19 in Spain -- 13 Crisis communication and organizational learning: A case study of the 2010 New York city bed bug crisis -- 14 Tourism supply chain knowledge management in the pandemic era -- 15 Conclusion -- Contributors -- Index
Summary: Tourism and hospitality organizations have always been exposed to disruptions, stresses, and crises, making the management of these adversities a necessary skill. The prolonged and complex turbulence that the industry is often facing from epidemics and pandemics, climate change and extreme environmental phenomena, or political instability and economic crashes, raise questions: Do these organizations learn from the crises they experience? If so, how do they learn, and what do they do with this learning? Organizational Learning in Tourism and Hospitality Crisis Management brings together an array of expert academic analyses of the latest thinking and practice on these questions. Drawing on studies conducted around the world including Greece, Iran, Japan, Malaysia, Mexico, Spain, Turkey, UK, and USA, the contributors apply a wide range of organizational learning and knowledge management theoretical perspectives and concepts to offer new insights into crisis-induced learning in a tourism and hospitality context. The book will be an excellent resource for scholars and students as well as managers of tourism and hospitality organizations, tourism policymakers, and government officials who are involved in tourism destination management.
Holdings
Item type Current library Call number URL Status Notes Barcode
eBook eBook Biblioteca "Angelicum" Pont. Univ. S.Tommaso d'Aquino Nuvola online online - DeGruyter (Browse shelf(Opens below)) Online access Not for loan (Accesso limitato) Accesso per gli utenti autorizzati / Access for authorized users (dgr)9783110679120

Frontmatter -- Contents -- 1 Introduction -- 2 Organizational learning in tourism crisis management: An experience from Malaysia -- 3 Crisis knowledge in tourism: Types, flows, and governance -- 4 COVID-19 impact on the human aspect of organizational culture and learning: The case of the Greek hospitality industry -- 5 Learning from a cascading crisis: A framework for crisis learning stewardship -- 6 An organizational learning model for crisis management in tourism and hospitality -- 7 Foresight thinking and organizational learning: Scenario planning as a DMO crisis management tool -- 8 Barriers to organizational learning: The case of Mexico and COVID-19 -- 9 Institutionalization of organizational learning frameworks in tourism crisis management -- 10 Crisis and organizational learning: The hidden links between aviation and hospitality industry -- 11 Crisis management and organizational learning: The case of Denizli’s hotels -- 12 Revisiting tourism crisis management practice: Learning from COVID-19 in Spain -- 13 Crisis communication and organizational learning: A case study of the 2010 New York city bed bug crisis -- 14 Tourism supply chain knowledge management in the pandemic era -- 15 Conclusion -- Contributors -- Index

restricted access online access with authorization star

http://purl.org/coar/access_right/c_16ec

Tourism and hospitality organizations have always been exposed to disruptions, stresses, and crises, making the management of these adversities a necessary skill. The prolonged and complex turbulence that the industry is often facing from epidemics and pandemics, climate change and extreme environmental phenomena, or political instability and economic crashes, raise questions: Do these organizations learn from the crises they experience? If so, how do they learn, and what do they do with this learning? Organizational Learning in Tourism and Hospitality Crisis Management brings together an array of expert academic analyses of the latest thinking and practice on these questions. Drawing on studies conducted around the world including Greece, Iran, Japan, Malaysia, Mexico, Spain, Turkey, UK, and USA, the contributors apply a wide range of organizational learning and knowledge management theoretical perspectives and concepts to offer new insights into crisis-induced learning in a tourism and hospitality context. The book will be an excellent resource for scholars and students as well as managers of tourism and hospitality organizations, tourism policymakers, and government officials who are involved in tourism destination management.

Issued also in print.

Mode of access: Internet via World Wide Web.

In English.

Description based on online resource; title from PDF title page (publisher's Web site, viewed 28. Feb 2023)