ArticleInternational journal of hospitality management2021
"Crisis management in the hospitality sector SMEs in Pakistan during COVID-19″.
Article in International journal of hospitality management, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
What it found
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Who cites it
6 citing papers in PubMed.
- Article
- The effect of hotel employee resilience during COVID-19: The moderation role of perceived risk and challenge stressors.Tourism management perspectives · 2023Article
- Managing buyer experience in a buyer-supplier relationship in MSMEs and SMEs.Annals of operations research · 2022Article
- Overcoming the unprecedented: Micro, small and medium hospitality enterprises under COVID-19.International journal of hospitality management · 2022Article
- Unveiling the effects of consumers' psychological distance on their reactance and related behavioral outcomes: Do lockdown restrictions matter?Frontiers in psychology · 2022Article
- Additive manufacturing against the Covid-19 pandemic: a technological model for the adaptability and networking.Journal of materials research and technologyReview
Corrections and comments
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Authors and funding
4 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
The COVID-19 pandemic has delivered one of the worst economic shocks in modern history and the hospitality sector has been severely affected. Since small businesses from the hospitality sector are known to be relatively more susceptible to the economic complications arising from a crisis, we explore the underlying factors and management practices that influence their continuity of operations as they continue to struggle with the on-going COVID-19 crisis in Pakistan. Using a phenomenological approach, in-depth interviews were conducted to comprehend the experiences of owners-managers. The findings show that government support, cordial relationships with stakeholders, self-determination of entrepreneurs and formal planning are the most crucial factors that shaped the immediate adjustments of operational activities in response to COVID-19. These resilient practices are hygiene concerns, increased promotion through social media, innovative marketing practices (e.g., revised offerings), operational cost-cutting and employee training to comply with changing standard operating procedures from the government and industry. The practical and theoretical implications are also discussed.
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Registered trials
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