Tourism crises and marketing recovery strategies

Scott, N. R., Laws, E. and Prideaux. B. R. (2007) Tourism crises and marketing recovery strategies. Journal of Travel and Tourism Marketing, 23 2-4: 1-13. doi:10.1300/J073v23n02_01

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads

Author Scott, N. R.
Laws, E.
Prideaux. B. R.
Title Tourism crises and marketing recovery strategies
Journal name Journal of Travel and Tourism Marketing   Check publisher's open access policy
ISSN 1054-8408
Publication date 2007
Year available 2007
Sub-type Article (original research)
DOI 10.1300/J073v23n02_01
Volume 23
Issue 2-4
Start page 1
End page 13
Total pages 13
Editor K. Chon
Place of publication Binghamton, NY, U.S.A.
Publisher Haworth Hospitality Press
Collection year 2008
Language eng
Subject C1
350501 Tourism Policy and Planning
710599 Tourism not elsewhere classified
Abstract The recent frequency and intensity of crises and disasters affecting the tourism industry has resulted in a growing body of research into their causes, effects and management, and the bibliographies of the ensuing papers catalogue. to date, most papers and collections of research have taken a broad approach, describing the origins of a particular event which triggered a tourism crises, followed by an examination of the differential effects of the crisis on local residents, staff, tourists and tourism organizations or the environment and infrastructure. They have also discussed rescue efforts and the complexity of management tasks in the immediate aftermath of an event, often pointing to the need for preplanning to mitigate the consequences of any future disasters. Other researches have contributed directly to the academic debate about how to theorise tourism crisis management, often by drawing on wider crisis management literature. The present collection of research differs in that it focuses on one phase of the tasks which managers face after the immediate consequences of a crisis have been dealt with. This phase addresses the question of how to rebuild the market for a tourism service or a destination which has experienced a significant catastrophe, and how to learn from the experience in planning for future crisis response strategies. It is suggested in this paper that the challenges are actually more varied and complex than is implied by the suggestion, found in much of the literature, that the task is about 'restoring normality.' The chaos and complexity experienced in the aftermath of a crisis raise general issues of how organizations learn and adapt to change.
Keyword crisis
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Version Filter Type
Citation counts: Scopus Citation Count Cited 31 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Mon, 21 Apr 2008, 10:47:02 EST by Rosemaree Willett on behalf of School of Tourism