ABSTRACT
COVID-19 has impacted the events, tourism, and hospitality industries throughout most parts of the world, prompting the need for empirical work to explore the perspectives and responses of indus-try stakeholders towards the pandemic. To characterize how managers in this space evaluated the impacts of the pandemic and the associated response system(s) and learning stories, in-depth inter-views with N = 24 senior event and tourism managers in Iran were conducted. The findings revealed that COVID-19 was a complex external crisis that significantly fueled other internal crises, impact-ing the complex event and tourism system. The data revealed that understanding the full effects of the pandemic depends on how sufficiently Iranian stakeholders acquired knowledge of the virus and the scope of its outcomes on the layered event and tourism system. The profound structural and transformational changes to this system necessitate the call for a uniform, coevolving responses from multiple events, tourism, sport, and associated management/industrial sectors. Adaption to the new normal and transformational opportunities were recommended by interviewees as influential strate-gies extracted from crisis lessons learned.
ABSTRACT
Quarantine hotels have been established by governments to accommodate COVID-19 infected or potentially infectious guests. The employees of these hotels, despite the high-risk environment, must provide services to guests. However, limited research is conducted on the impacts of the pandemic on their psychological well-being and health. This study investigates the protection motivation of quarantine hotel employees, fear of infection, coping strategies and behavioural intentions towards guests. A sample of 242 respondents in designated quarantine hotels in Iran revealed that fear of infection significantly affects employees' protection motivation intention. Employee psychological resilience is greatly affected by different coping strategies. The findings indicate that untact hospitality can significantly be increased by the protection intentions of hotel employees. Cautious contact with guests is also significantly increased by protection motivation intention and employees' psychological resilience. The results offer both theoretical and practical implications.