6 An organizational learning model for crisis management in tourism and hospitality

2021 ◽  
pp. 91-106
Author(s):  
Ron Fisher ◽  
Mark Francis ◽  
Claire Haven-Tang
Keyword(s):  
Organizational Learning ◽  
Crisis Management ◽  
Learning Model ◽  
Tourism And Hospitality

A collective organizational learning model for organizational development

2019 ◽  
Vol 40 (1) ◽  
pp. 107-123 ◽  
Author(s):  
Kung Wong Lau ◽  
Pui Yuen Lee ◽  
Yan Yi Chung
Keyword(s):  
Organizational Learning ◽  
Knowledge Transfer ◽  
Organizational Development ◽  
Learning Model ◽  
Learning Needs ◽  
Learning Models ◽  
Organizational Growth ◽  
Content Type ◽  
New Model ◽  
Business Environments

Purpose Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence of innovative business environments and tacit knowledge-based society urges a new form of organizational learning model to cope with employees’ learning, knowledge transfer and even knowledge management. The paper aims to discuss these issues. Design/methodology/approach In this study, the authors’ team applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model. Findings The new model covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations. Originality/value The authors envisage that the new model can facilitate organizations to assess and adapt their organizational learning needs and orientations by applying this organic and dynamic model which emphasizes assessment in relation to the competitive environment, technological trends and organizational growth.

Renegotiating organisational crisis management in urban tourism: strategic imperatives of niche construction

2020 ◽  
Vol 6 (4) ◽  
pp. 885-905
Author(s):  
Abrar Faisal ◽  
Julia N. Albrecht ◽  
Willem J.L. Coetzee
Keyword(s):  
Crisis Management ◽  
Environmental Conditions ◽  
Niche Construction ◽  
Business Environment ◽  
Tourism Industry ◽  
Urban Tourism ◽  
Sustainable Business ◽  
Content Type ◽  
Tourism And Hospitality ◽  
Post Disaster

Purpose This paper aims to respond to the strong calls for interdisciplinary solutions to address the many and varied challenges that major disasters create in urban (tourism) spaces, and provide a holistic conceptualisation of organisational responses to disruptions in the external business environment. It argues that organisations need to actively (re)formulate a sustainable business proposition to passively adapt to environmental conditions and modify the selective environment. Design/methodology/approach This study uses a qualitative approach to introducing and examining the concepts and theoretical constructs underpinning the proposed conceptual schemata. The content-driven inductive approach used here is based on an extensive review of the disaster recovery, crisis management, entrepreneurial strategy and urban tourism literature with a focus on organisational perspectives. It systematically brings together the theories and research findings from these separate strands of literature. Findings While the extant literature focuses on the importance of effective adaptability to survive and thrive in environmental uncertainties, some aspects of the relevant evolutionary processes are not addressed in the context of urban tourism. Indeed, a systematic approach that questions how urban tourism and hospitality businesses react to crises has been long overdue. This paper, therefore, introduces niche construction theory (NCT) as an alternative and proposes an integrated framework to understand the environmental conditions of urban tourism and organisational evolution during post-disaster turbulence. Research limitations/implications The proposed model emerging from a multidisciplinary literature review acknowledges boundary conditions in the tourism industry-specific interpretation of a crisis situation. The tenets of NCT need to be adopted flexibly rather than as part of a strictly prescriptive process to allow for all aspects of the related business responses to play out and become exposed to the emerging selection pressures. Practical implications The argument underpinned by the theoretical constructs of niche construction encourages and offers a framework for practitioners to actively (re)formulate business proposition and (re)construct organisational niche to survive post-disaster turbulence in the business environment and exert influence over their own evolution. Originality/value This paper offers different angles, filters and lenses for constructing and interpreting knowledge of organisational evolution in the context of crisis management. The conceptual schema (Figure 2) emerged as a novel contribution itself providing a necessary lens to interpret the empirical data and understand the complexities of the organisational responses to the disruptive post-disaster turbulence in an urban tourism business environment.

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