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ABSTRACT
Tourism and related organizations are dealing with crises either based on a specific crisis management plan, contingency planning, designed guideline, or ad hoc response. These organizations learn from crises in different ways, but no mechanisms have been explored to indicate how these organizations learn within the framework of Tourism Crisis Management (TCM). Among various reasons is limited systematic research that has been undertaken in this area. This study addresses this gap in our current knowledge by proposing a model for analyzing and developing organizational learning within the framework of TCM. The study shows the perceptions of 25 key players in Malaysia’s tourism industry on the role of organizational learning in managing crises. The findings also revealed that organizational learning is subject to negligence and few key practitioners thinking about in-depth learning from the crisis management perspectives.
The authors would like to extend their appreciation to the University Sains Malaysia, Sustainable Tourism Research Cluster (STRC) for the Research University Grant entitled Tourism Planning Grant No. 1001/PTS/8660013 that made this study and paper possible.
Additional information
Notes on contributors
Zahed Ghaderi
Dr. Zahed Ghaderi is a lecturer and researcher in tourism crisis management at the School of Housing, Building and Planning, University Sains Malaysia, 11800 Pulau Pinang, Malaysia (E-mail: [email protected]).
Ahmad Puad Mat Som
Dr. Ahmad Puad Mat Som is an associate professor with the School of Housing, Building and Planning, University Sains Malaysia, 11800 Pulau Pinang, Malaysia (E-mail: [email protected]; [email protected]).
Jia Wang
Dr. Jia Wang is an associate professor with the Department of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX 77843 (E-mail: [email protected]).