Crisis preparedness of hospitality managers: evidence from Malaysia

Abstract

PurposeCrisis planning and improvements to business resilience are increasingly significant aspects of hotel management. This study investigates the crisis preparation of hotel managers in Malaysia and how their perceptions affect crisis planning and preparation.Design/methodology/approachA qualitative research method of semi-structured interviews with 24 hospitality managers in Malaysia was conducted. Data were analysed thematically using ATLAS.ti software, version 8.FindingsThe findings showed that crisis preparation among Malaysian hospitality firms is relatively neglected. Hotel crisis preparation schemes are greatly influenced by senior managers' intentions and organizational culture. Organizational resilience also has a significant role in hotel crisis planning and preparedness. Interestingly, in terms of long-term adaptation, hotels were less inclined to be “learning organizations” and managers were reluctant to change their organizational established structures, core beliefs and practice sustained resiliency in crisis preparation.Practical implicationsUnderstanding the crisis preparation of hospitality managers is important to develop effective strategies for different crises considering their severity and urgency. This study identified influential organizational and personal factors which affect crisis preparation of hospitality managers in Malaysia. The study further recommends a proactive mindset in crisis preparation of hotels.Originality/valueCrisis preparation of hospitality managers had received limited attention, and this study highlights how managers consider crisis planning and preparation.