Conceptual framework of strategic leadership and organizational resilience for the hospitality and tourism industry for coping with environmental uncertainty

Abstract

Purpose The purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with uncertain environments, such as those brought about by the COVID-19 pandemic. Design/methodology/approach This conceptual paper is based on a broad review of the literature on organizational resilience and strategic leadership. A conceptual framework is developed and discussed. Findings This study develops a holistic “strategic leadership-enhanced organizational resilience framework” that addresses the actions and mindsets required by hospitality and tourism organizations to attain organizational resilience and health. Research limitations/implications This study fills the research gap in corporate resilience frameworks for hospitality and tourism. This study has practical implications for the industry by suggesting specific actions that companies can take to enhance their organizational health and resiliency under environmental uncertainty. Originality/value Previous studies suggested only partial strategic resilience responses. This study constructs a holistic “strategic leadership-enhanced organizational resilience framework” in the hospitality and tourism context.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 77 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.