Tourism organizations’ responses to the COVID-19 pandemic: an investigation of the lockdown period

Figures & data

Table 1. Sample overview.

Code	Destination	Tourism organization
1	Vallées Lot et Dordogne, France	Ministry of tourism
2	Brežice, Slovenia	Ministry of tourism
3	Monaco, Italy	National tourist board
4	Myanmar	National tourist board
5	Myanmar	Ministry of tourism
6	Šabac, Serbia	National tourist board
7	Belarus	Ministry of tourism
8	Crete, Greece	Ministry of tourism
9	Singapore	Destination management organization
10	Switzerland	National tourist board
11	Switzerland	Destination management organization
12	Ljubljana, Slovenia	Destination management organization
13	Lillehammer, Norway	Destination management organization
14	Medellin, Colombia	National tourist board
15	Macao SAR, China	Ministry of tourism
16	Wanaka, New Zealand	National tourist board
17	Brda, Slovenia	Destination management organization
18	Taoyuan, Taiwan	Ministry of tourism
19	Seychelles	Ministry of tourism
20	Portugal	Destination management organization
21	Morelos State, Mexico	Ministry of tourism
22	Southern Aegean Region, Greece	Destination management organization
23	Uzbekistan	Ministry of tourism
24	Nepal	National tourist board
25	Loire-Atlantique, France	Ministry of tourism
26	Fyn, Denmark	Destination management organization
27	Ghana	Ministry of tourism
28	Hvar, Croatia	National tourist board
29	Piran and Portoroz, Slovenia	National tourist board
30	La Paz City, Bolivia	Ministry of tourism
31	Abu Dhabi, United Arab Emirates	Destination management organization

Table 2. Coding template.

Category	Code	Exemplary quotes
Crisis management/Response stage	Crisis management plans	‘We have not adequately planned for this crisis. I think no destination is fully prepared.’ (Interview 4)
	Transparent and open communication	‘Communication is the secret of success of Taiwan this time.’ (Interview 18)
	Governmental responsibility for crisis response	‘As I mentioned, the policies that have been released so far are related to the health and hygiene of people in Monaco. As I said before, the government is responsible for these policies.’ (Interview 3)
Crisis recovery	DMO interventions	‘We already have reached out to our stakeholders, providing preferential policies to help them to get back on track.’ (Interview 9)
	Governmental interventions	‘The government is working on passing new stimulus packages.’ (Interview 12)
Crisis resolution/ Restart stage	Call for sustainable tourism concepts	‘Overtourism may disappear for a long time, it is good to develop sustainable tourism.’ (Interview 16)
	Increase in quality/upgrading	‘Since all tourism activities are almost paused, we are encouraging the tourism business to take this time as an opportunity to renovate and upgrade.’ (Interview 9)
	Employee empowerment	‘Employee upgrading and human capital development is what we are doing now, in order to mitigate the influence.’ (Interview 9)
	Innovation	‘In terms of opportunities, we are launching several measures in the area of innovation, so that together we can find solutions to adapt.’ (Interview 20)
	Digital developments	‘We will support the digitalization of the industry to increase Medellín's business competitiveness.’ (Interview 14)
Building resilience	Destination resilience	‘An opportunity to review, analyse and understand the situation in depth to develop resilience strategies for the future.’ (Interview 19)

Figure 1. Actions to manage a crisis in different phases for building resilience.