Skip to main page content
U.S. flag

An official website of the United States government

Dot gov

The .gov means it’s official.
Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

Https

The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Access keys NCBI Homepage MyNCBI Homepage Main Content Main Navigation
. 2020 Oct:91:102654.
doi: 10.1016/j.ijhm.2020.102654. Epub 2020 Aug 22.

COVID-19, aftermath, impacts, and hospitality firms: An international perspective

Abel Duarte Alonso  1 , Seng Kiat Kok  2 , Alessandro Bressan  3 , Michelle O'Shea  4 , Nikolaos Sakellarios  5 , Alex Koresis  6 , Maria Alejandra Buitrago Solis  7 , Leonardo J Santoni  8
Affiliations

COVID-19, aftermath, impacts, and hospitality firms: An international perspective

Abel Duarte Alonso et al. Int J Hosp Manag. 2020 Oct.

Abstract

Drawing on the theory of resilience, and on an international sample of 45 predominantly small hospitality businesses, this exploratory study extends knowledge about the key concerns, ways of coping, and the changes and adjustments undertaken by these firms' owners and managers during the COVID-19 outbreak. The various emergent relationships between the findings and the considered conceptual underpinnings of the literature on resilience, revealed nine theoretical dimensions. These dimensions critically illuminate and extend understanding concerning the actions and alternatives owners-managers resorted to when confronted with an extreme context. For instance, with financial impacts and uncertainty being predominant issues among participants, over one-third indicated actioning alternative measures to create much-needed revenue streams, and preparing for a new post-COVID-19 operational regime, respectively. Furthermore, 60 percent recognised making changes to the day-to-day running of the business to respond to initial impacts, or biding time in anticipation of a changing business and legal environment.

Keywords: Adjustments; COVID-19; Changes; Concerns; Coping; Extreme context; Hospitality businesses; Resilience.

PubMed Disclaimer

Figures

Fig. 1
Fig. 1
Major concerns associated with the pandemic and associated second-order themes.
Fig. 2
Fig. 2
Key ways of coping with COVID-19.
Fig. 3
Fig. 3
Key ways of changing-adjusting to COVID-19.
Fig. 4
Fig. 4
Proposed theoretical framework – Understanding concerns, coping, adjusting.
See this image and copyright information in PMC

References

    1. Argentinian Government . 2018. Nuevas categorías para ser PyME. Available at: https://www.argentina.gob.ar/noticias/nuevas-categorias-para-ser-pyme.
    1. Ates A., Bititci U. Change process: a key enabler for building resilient SMEs. Int. J. Prod. Res. 2011;49(18):5601–5618.
    1. Australian Bureau of Statistics . 2002. Small Business in Australia, 2001. Available at: https://www.abs.gov.au/ausstats/abs@.nsf/mf/1321.0.
    1. Baker S.R., Farrokhnia R.A., Meyer S., Pagel M., Yannelis C. 2020. How Does Household Spending Respond to an Epidemic? Consumption During the COVID-19 Pandemic. Working Paper. Available at: https://www.nber.org/papers/w26949.pdf.
    1. Bandura A. Social cognitive theory of self-regulation. Organ. Behav. Hum. Decis. Process. 1991;50:248–287.

LinkOut - more resources