ABSTRACT
Purpose: This study aims to explore the underlying mechanisms that support the resilience of the Chinese hospitality industry during and after the COVID-19 epidemic. Design/methodology/approach: Content analysis was applied to 133 manually collected text articles about COVID-19 responses and strategies. Findings: A two-step learning model (emergency reaction, precautions and prevention stages) was identified in the study. In the emergency reaction step, the primary strategies were related to customers, employees, suppliers and facility/food. In the precautions and prevention step, the strategies were related to customers, employees, suppliers and society/public relations. Multiple stakeholders are discussed in the two circles over a continual process in the learning, reacting and adapting stages. Originality/value: A gap in the literature is filled by this study, providing a learning model and synthesizing various strategies applied in the hotel sector for multiple stakeholders. © 2022, Emerald Publishing Limited.
ABSTRACT
Real estate investment trusts (REITs) are responsible for more than 75% of the hotel ownership structure in the USA. The effects of COVID-19 restrictions on hotel REITs were devastating due to the unpredictability of revenues and cash flows, directly impacting managerial decisions on how to adapt REITs’ capital structure quickly. This paper used quarterly hotel REIT financial data of the 18 most representative US H-REITs from January 2015 through December 2020 to understand the mod-erating effects of COVID-19 on hotel REITs’ capital structure determinants. Analyzing a panel data of 472 observations, this study found robust empirical evidence that confirms COVID-19 moderates the relationships between hotel REITs’ capital structure and its determinants. Adapting constructs from the pecking order theory and trade-off theory, this study found that hotel REITs’ capital structure determinants were different during the COVID-19 pandemic. The results, theoretical contributions, and managerial implications were explored in the final section. © 2022 International Association of Hospitality Financial Management Education.
ABSTRACT
Holistic cultural heritage management is one of the most important components of sustainable urban development strategy, especially in the rapid urbanization context. In line with it, social media have been carried out as an effective tool to enhance community engagement in the decision-making process of the urban heritage renewal project. However, researches on how social media could support people-centered heritage management and evaluate based on the collected data are still limited. Taking Lijiang, Pingyao, Suzhou, Macau, and Kulangsu as case studies, this article proposes an assessment framework to analyze the users' posts' information, such as geo-location, texts, and photos on Weibo. Besides, it offers an insight into the context of the COVID-19 pandemic period. This research further explored the form of the online community aiming to reveal the current state of online participatory practices in China. As shown in the result session, the participatory degree, to a great extent, remains in the informing and consulting levels. The article concludes that the public participation in the inclusive heritage management process is still at a nascent level. More digital tools should be encouraged to apply to the cultural heritage management field. © 2022, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
ABSTRACT
Utilizing the content analysis approach, this study analyzed 153 textual information sources to explore Chinese restaurant enterprises' innovative activities during and after COVID-19. An innovative crisis management model was synthesized from a micro-level perspective by adopting the life cycle model to dynamically measure the innovative strategies applied by Chinese restaurant enterprises in their emergency responses and recovery efforts. Two types of innovative activities that led to internal and external performances were identified based on the push and pull theory of business motivation. Findings further indicated five dimensions of innovative strategies at two different stages: pandemic prevention and control, government and community, corporate social responsibility, marketing response, and management response at the stage of emergency responses;and pandemic prevention and control, cooperation with third parties, customer service innovation, product innovation, and innovative marketing strategy at the stage of recovery efforts. Theoretical and empirical implications are also carefully discussed. © 2021 The Authors
ABSTRACT
Purpose: This study aims to develop a holistic and dynamic model that governs the various relationships among the critical factors of crisis management from a stakeholder perspective in the context of China’s COVID-19 epidemic outbreak. Design/methodology/approach: Data were collected from 731 textual sources, and the text mining technique identified the themes of a holistic crisis management model. Then, content analysis was applied to reveal in-depth insights into the themes. Findings: From a stakeholder perspective, the model comprises six elements: political environment, economic environment, technology, social environment, health and science and international relationships, which relate significantly to four procedural actions: prevention, response, recovery and adaptation. The overlapping stages and situational dynamic mechanisms of the process are another two new major findings of this study;learning and preparing are threaded throughout the whole dynamic process. Practical implications: Hospitality stakeholders are advised to collaborate under the guidance of the dynamic crisis management model and adopt high-technology tools for the industry’s recovery management. Developing a new business model and marketing strategy is a useful approach to face similar crisis management challenges in the future. Originality/value: This paper fills an existing research gap by presenting a health-related crisis management model that can be used to evaluate the dynamic process of collaborations among stakeholders in coping with external challenges forced upon the hospitality industry. © 2021, Emerald Publishing Limited.