tourism industry in covid 19

This is how the COVID-19 crisis has affected international tourism

International tourist arrivals increased by 58 percent in the three months ended September 30 compared to the same period of 2020 but remained 64 percent below 2019 levels. Image:  Unsplash/ Iwan Shimko

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• International tourist arrivals increased by 58 percent in the three months ended September 30.
• Compared to the same period of 2020 these numbers remained 64 percent below 2019 levels.
• While the latest rebound is certainly encouraging, the recovery of the global tourism sector has been going slower than many had anticipated last year.

Amid fears that the newly discovered COVID-19 variant named Omicron could disrupt global travel once again, the World Tourism Organization (UNWTO) published its latest update on the state of international tourism on Sunday. According to the latest World Tourism Barometer, global travel activity rebounded sharply in the third quarter of 2021, while remaining far below pre-pandemic levels.

International tourist arrivals increased by 58 percent in the three months ended September 30 compared to the same period of 2020 but remained 64 percent below 2019 levels. Looking at the first nine months of 2021, the situation looks even bleaker with international arrivals down 20 percent even compared to 2020 and 76 percent below pre-Covid levels. Looking ahead, UNWTO Secretary-General Zurab Pololikashvili said that “we cannot let our guard down and need to continue our efforts to ensure equal access to vaccinations, coordinate travel procedures, make use of digital vaccination certificates to facilitate mobility and continue to support the sector.”

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While the latest rebound is certainly encouraging, the recovery of the global tourism sector has been going slower than many had anticipated last year. According to its latest forecast, the UNWTO expects international tourist arrivals to remain 70 to 75 percent below 2019 levels this year. That translates to roughly $1 trillion in foregone export revenues, which amounted to $1.7 trillion in 2019 and are expected to reach $700 to $800 billion this year. Even this forecast could prove too optimistic, however, if the Omicron variant turns out to be as dangerous as initially feared.

As other sectors proceed to decarbonize, the aviation sector could account for a much higher share of global greenhouse gas emissions by mid-century than its 2%-3% share today.

Sustainable aviation fuels (SAF) can reduce the life-cycle carbon footprint of aviation fuel by up to 80%, but they currently make up less than 0.1% of total aviation fuel consumption. Enabling a shift from fossil fuels to SAFs will require a significant increase in production, which is a costly investment.

The Forum’s Clean Skies for Tomorrow (CST) Coalition is a global initiative driving the transition to sustainable aviation fuels as part of the aviation industry’s ambitious efforts to achieve carbon-neutral flying.

The coalition brings together government leaders, climate experts and CEOs from aviation, energy, finance and other sectors who agree on the urgent need to help the aviation industry reach net-zero carbon emissions by 2050.

The coalition aims to advance the commercial scale of viable production of sustainable low-carbon aviation fuels (bio and synthetic) for broad adoption in the industry by 2030. Initiatives include a mechanism for aggregating demand for carbon-neutral flying, a co-investment vehicle and geographically specific value-chain industry blueprints.

Learn more about the Clean Skies for Tomorrow Coalition's impact and contact us to find out how you can get involved.

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The COVID-19 travel shock hit tourism-dependent economies hard

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Gian maria milesi-ferretti gian maria milesi-ferretti senior fellow - economic studies , the hutchins center on fiscal and monetary policy.

August 12, 2021

The COVID crisis has led to a collapse in international travel. According to the World Tourism Organization , international tourist arrivals declined globally by 73 percent in 2020, with 1 billion fewer travelers compared to 2019, putting in jeopardy between 100 and 120 million direct tourism jobs. This has led to massive losses in international revenues for tourism-dependent economies: specifically, a collapse in exports of travel services (money spent by nonresident visitors in a country) and a decline in exports of transport services (such as airline revenues from tickets sold to nonresidents).

This “travel shock” is continuing in 2021, as restrictions to international travel persist—tourist arrivals for January-May 2021 are down a further 65 percent from the same period in 2020, and there is substantial uncertainty on the nature and timing of a tourism recovery.

We study the economic impact of the international travel shock during 2020, particularly the severity of the hit to countries very dependent on tourism. Our main result is that on a cross-country basis, the share of tourism activities in GDP is the single most important predictor of the growth shortfall in 2020 triggered by the COVID-19 crisis (relative to pre-pandemic IMF forecasts), even when compared to measures of the severity of the pandemic. For instance, Grenada and Macao had very few recorded COVID cases in relation to their population size and no COVID-related deaths in 2020—yet their GDP contracted by 13 percent and 56 percent, respectively.

International tourism destinations and tourism sources

Countries that rely heavily on tourism, and in particular international travelers, tend to be small, have GDP per capita in the middle-income and high-income range, and are preponderately net debtors. Many are small island economies—Jamaica and St. Lucia in the Caribbean, Cyprus and Malta in the Mediterranean, the Maldives and Seychelles in the Indian Ocean, or Fiji and Samoa in the Pacific. Prior to the COVID pandemic, median annual net revenues from international tourism (spending by foreign tourists in the country minus tourism spending by domestic residents overseas) in these island economies were about one quarter of GDP, with peaks around 50 percent of GDP, such as Aruba and the Maldives.

But there are larger economies heavily reliant on international tourism. For instance, in Croatia average net international tourism revenues from 2015-2019 exceeded 15 percent of GDP, 8 percent in the Dominican Republic and Thailand, 7 percent in Greece, and 5 percent in Portugal. The most extreme example is Macao, where net revenues from international travel and tourism were around 68 percent of GDP during 2015-19. Even in dollar terms, Macao’s net revenues from tourism were the fourth highest in the world, after the U.S., Spain, and Thailand.

In contrast, for countries that are net importers of travel and tourism services—that is, countries whose residents travel widely abroad relative to foreign travelers visiting the country—the importance of such spending is generally much smaller as a share of GDP. In absolute terms, the largest importer of travel services is China (over $200 billion, or 1.7 percent of GDP on average during 2015-19), followed by Germany and Russia. The GDP impact for these economies of a sharp reduction in tourism outlays overseas is hence relatively contained, but it can have very large implications on the smaller economies their tourists travel to—a prime example being Macao for Chinese travelers.

How did tourism-dependent economies cope with the disappearance of a large share of their international revenues in 2020? They were forced to borrow more from abroad (technically, their current account deficit widened, or their surplus shrank), but also reduced net international spending in other categories. Imports of goods declined (reflecting both a contraction in domestic demand and a decline in tourism inputs such as imported food and energy) and payments to foreign creditors were lower, reflecting the decline in returns for foreign-owned hotel infrastructure.

The growth shock

We then examine whether countries more dependent on tourism suffered a bigger shock to economic activity in 2020 than other countries, measuring this shock as the difference between growth outcomes in 2020 and IMF growth forecasts as of January 2020, just prior to the pandemic. Our measure of the overall importance of tourism is the share of GDP accounted for by tourism-related activity over the 5 years preceding the pandemic, assembled by the World Travel and Tourism Council and disseminated by the World Bank . This measure takes into account the importance of domestic tourism as well as  international tourism.

Among the 40 countries with the largest share of tourism in GDP, the median size of growth shortfall compared to pre-COVID projections was around 11 percent, as against 6 percent for countries less dependent on tourism. For instance, in the tourism-dependent group, Greece, which was expected to grow by 2.3 percent in 2020, shrunk by over 8 percent, while in the other group,  Germany, which was expected to grow by around 1 percent, shrunk by 4.8 percent. The scatter plot of Figure 2 provides more striking visual evidence of a negative correlation (-0.72) between tourism dependence and the growth shock in 2020.

Of course, many other factors may have affected differences in performance across economies—for instance, the intensity of the pandemic as well as the stringency of the associated lockdowns. We therefore build a simple statistical model that relates the “growth shock” in 2020 to these factors alongside our tourism variable, and also takes into account other potentially relevant country characteristics, such as the level of development, the composition of output, and country size. The message: the dependence on tourism is a key explanatory variable of the growth shock in 2020. For instance, the analysis suggests that going from the share of tourism in GDP of Canada (around 6 percent) to the one of Mexico (around 16 percent) would reduce growth in 2020 by around 2.5 percentage points. If we instead go from the tourism share of Canada to the one of Jamaica (where the share of tourism in GDP approaches one third), growth would be lower by over 6 percentage points.

Measures of the severity of the pandemic, the intensity of lockdowns, the level of development, and the sectoral composition of GDP (value added accounted for by manufacturing and agriculture) also matter, but quantitatively less so than tourism. And results are not driven by very small economies; tourism is still a key explanatory variable of the 2020 growth shock even if we restrict our sample to large economies. Among tourism-dependent economies, we also find evidence that those relying more heavily on international tourism experienced a more severe hit to economic activity when compared to those relying more on domestic tourism.

Given data availability at the time of writing, the evidence we provided is limited to 2020. The outlook for international tourism in 2021, if anything, is worse, though with increasing vaccine coverage the tide could turn next year. The crisis poses particularly daunting challenges to smaller tourist destinations, given limited possibilities for diversification. In many cases, particularly among emerging and developing economies, these challenges are compounded by high starting levels of domestic and external indebtedness, which can limit the space for an aggressive fiscal response. Helping these countries cope with the challenges posed by the pandemic and restoring viable public and external finances will require support from the international community.

Read the full paper here.

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A Year Without Travel

How Bad Was 2020 for Tourism? Look at the Numbers.

The dramatic effects of the coronavirus pandemic on the travel industry and beyond are made clear in six charts.

By Stephen Hiltner and Lalena Fisher

Numbers alone cannot capture the scope of the losses that have mounted in the wake of the coronavirus pandemic. Data sets are crude tools for plumbing the depth of human suffering , or the immensity of our collective grief .

But numbers can help us comprehend the scale of certain losses — particularly in the travel industry , which in 2020 experienced a staggering collapse.

Around the world, international arrivals are estimated to have dropped to 381 million in 2020, down from 1.461 billion in 2019 — a 74 percent decline . In countries whose economies are heavily reliant on tourism , the precipitous drop in visitors was, and remains, devastating.

According to recent figures from the United Nations World Tourism Organization, the decline in international travel in 2020 resulted in an estimated loss of $1.3 trillion in global export revenues. As the agency notes, this figure is more than 11 times the loss that occurred in 2009 as a result of the global economic crisis.

The following charts — which address changes in international arrivals, emissions, air travel, the cruise industry and car travel — offer a broad overview of the effects of the coronavirus pandemic within the travel industry and beyond.

International arrivals in tourism-dependent economies

Macau, a top gambling destination, is highly dependent on travelers, as measured by the share

of its G.D.P. that is generated by tourism. Its international visitor numbers plummeted in 2020:

ARRIVALS IN 2020

The following countries are also among the world’s most dependent on travel, in terms of both their

G.D.P. and their international tourism receipts as a percent of total exports:

U.S. Virgin Islands

The Bahamas

Antigua and Barbuda

Saint Lucia

Cook Islands

0.5 million

Macau, a gambling destination, is dependent on travelers,

as measured by the share of its G.D.P. that is generated by

tourism. Its international visitor numbers plummeted in 2020:

The following countries are also among the world’s most

dependent on travel, in terms of both their G.D.P. and their

international tourism receipts as a percent of total exports:

Before the pandemic, tourism accounted for one out of every 10 jobs around the world. In many places, though, travel plays an even greater role in the local economy.

Consider the Maldives, where in recent years international tourism has accounted for around two-thirds of the country’s G.D.P. , when considering direct and indirect contributions.

As lockdowns fell into place worldwide, international arrivals in the Maldives plunged; from April through September of 2020, they were down 97 percent compared to the same period in 2019. Throughout all of 2020, arrivals were down by more than 67 percent compared with 2019. (Arrival numbers slowly improved after the country reopened in July; the government, eager to promote tourism and mitigate losses, lured travelers with marketing campaigns and even courted influencers with paid junkets .)

Similar developments played out in places such as Macau, Aruba and the Bahamas: shutdowns in February and March, followed by incremental increases later in the year.

The economic effect of travel-related declines has been stunning. In Macau, for example, the G.D.P. contracted by more than 50 percent in 2020.

And the effects could be long-lasting; in some areas, travel is not expected to return to pre-pandemic levels until 2024.

Travelers passing through T.S.A. airport security checkpoints

The pandemic upended commercial aviation. One way to visualize the effect of lockdowns on air travel is to consider the number of passengers screened on a daily basis at Transportation Security Administration checkpoints.

Traveler screenings plunged in March before hitting a low point on April 14, when 87,534 passengers were screened — a 96 percent decline as compared with the same date in 2019.

Numbers have risen relatively steadily since then, though today the screening figures still sit at less than half of what they were a year earlier.

According to the International Air Transport Association, an airline trade group, global passenger traffic in 2020 fell by 65.9 percent as compared to 2019, the largest year-on-year decline in aviation history.

Daily carbon dioxide emissions from aviation

3.0 million metric tons

Another way to visualize the drop-off in air travel last year is to consider the amount of carbon dioxide (CO2) emitted by aircraft around the world.

According to figures from Carbon Monitor , an international initiative that provides estimates of daily CO2 emissions, worldwide emissions from aviation fell by nearly 50 percent last year — to around 500 million metric tons of CO2, down from around 1 billion metric tons in 2019. (Those numbers are expected to rebound, though the timing will depend largely on how long corporate and international travel remain sidelined .)

All told, CO2 emissions from fossil fuels dropped by 2.6 billion metric tons in 2020, a 7 percent reduction from 2019, driven in large part by transportation declines.

Yearly revenues of three of the biggest cruise lines

$20 billion

ROYAL CARIBBEAN

Few industries played as central and public a role in the early months of the coronavirus pandemic as did the major cruise lines — beginning with the outbreak aboard the Diamond Princess .

In a scathing rebuke of the industry issued in July, the Centers for Disease Control and Prevention blamed cruise companies for widespread transmission of the virus, pointing to 99 outbreaks aboard 123 cruise ships in U.S. waters alone.

While precise passenger data for 2020 is not yet available, the publicly disclosed revenues — which include ticket sales and onboard purchases — from three of the largest cruise lines offer a dramatic narrative: strong revenues in the early months of 2020, followed by a steep decline.

Third-quarter revenues for Carnival Corporation, the industry’s biggest player, showed a year-to-year decline of 99.5 percent — to $31 million in 2020, down from $6.5 billion in 2019.

The outlook remains bleak for the early months of 2021: For now, most cruise lines have canceled all sailings into May or June.

Long-distance car travel, before and during the pandemic

Driving trips at least 50 miles from home, with stays of two hours or more, based on a daily index from

mobile location data.

Trips at least 50 miles from home, with stays of two hours

or more, based on a daily index from mobile location data.

Air travel, both international and domestic, was markedly curtailed by the pandemic. But how was car travel affected?

One way to measure the change is to look at the Daily Travel Index compiled by Arrivalist , a company that uses mobile location data to measure consumer road trips of 50 miles or more in all 50 U.S. states.

The figures tell the story of a rebound that’s slightly stronger than that of air travel: a sharp drop in March and April, as state and local restrictions fell into place , followed by a gradual rise to around 80 percent of 2019 levels.

Difference in visits to four popular national parks, 2019 to 2020

1.0 MILLION

GREAT SMOKY

GRAND CANYON

CUYAHOGA VALLEY

YELLOWSTONE

1.0 million

Another way to consider car travel in 2020 — and domestic travel in the U.S. more broadly — is to look at the visitation numbers for America’s national parks.

Over all, national park visitation decreased by 28 percent in 2020 — to 237 million visitors, down from 327.5 million in 2019, largely because of temporary park closures and pandemic-related capacity restrictions.

The caveat, though, is that several parks saw record numbers of visitors in the second half of the year, as a wave of travel-starved tourists began looking for safe and responsible forms of recreation.

Consider the figures for recreational visits at Yellowstone National Park. After a shutdown in April, monthly visitation at the park quickly rose above 2019 levels. The months of September and October of 2020 were both the busiest on record, with numbers in October surpassing the previous monthly record by 43 percent .

Some national parks located near cities served as convenient recreational escapes throughout the pandemic. At Cuyahoga Valley National Park, 2020 numbers exceeded 2019 numbers from March through December. At Great Smoky Mountains National Park, numbers surged after a 46-day closure in the spring and partial closures through August; between June and December, the park saw one million additional visits compared to the same time period in 2019.

Stephen Hiltner is an editor on the Travel desk. You can follow his work on Instagram and Twitter . More about Stephen Hiltner

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UN Tourism | Bringing the world closer

2020: a year in review, share this content.

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COVID-19 and Tourism

Tourism in pre-pandemic times.

International Tourists

International tourist arrivals in 2019 (10th consecutive year of sustained growth)

Millions of Jobs

With a high share of women (54% of the workforce) and youth  

Export Revenues

• 3rd largest export category
• 50% of total exports for many small developing countries

Growing Faster than the World Economy

Tourism is a key sector in many advanced and emerging economies

The Impact of COVID-19 on International Tourism

Wuhan lockdown, who declares the outbreak a global health emergency, who declares the outbreak a pandemic, 100% of worldwide destinations have introduced travel restrictions, 27% of all destinations worldwide keep their borders completely closed for international tourism, unprecedented fall of international tourism, international tourism back to levels of 30 years ago.

SELECTED TOURISM INDICATORS 2020

Looking ahead, 2021–2024 scenarios, when do you expect international tourism to return to pre-pandemic 2019 levels in your country.

Most tourism experts do not expect international tourism to return to pre-COVID levels before 2023

What are the main factors weighing on the recovery of international tourism?

Travel restrictions, slow virus containment and the economic environment: main barriers to the recovery of international tourism

Share of destinations with complete closure of borders, by region, 2020 (%)

Progressive decline in number of completely closed destinations

WHAT HAS CHANGED?

Changes in traveller behaviour in times of covid-19, -short-lived trends or here to stay-.

Domestic tourism has shown positive signs in many markets since people tend to travel closer. Travellers go for ' staycations ' or vacations close to home.

Health & Safety measures and cancellation policies are consumers' main concerns.

Nature, Rural Tourism and Road Trips have emerged as popular travel choices due to travel limitations and the quest for open-air experiences.

Last-minute bookings have increased due to volatility of pandemic-related events and the travel restrictions.

Change in demographics : travel recovery has been stronger among younger segments. 'Mature' travellers and retirees will be the most impacted segments.

Sustainability, authenticity and localhood : travellers have been giving more importance to creating a positive impact on local communities, increasing looking for authenticity

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Travel, Tourism & Hospitality

Global tourism industry - statistics & facts

What are the leading global tourism destinations, digitalization of the global tourism industry, how important is sustainable tourism, key insights.

Detailed statistics

Total contribution of travel and tourism to GDP worldwide 2019-2033

Number of international tourist arrivals worldwide 1950-2023

Global leisure travel spend 2019-2022

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Leading global travel markets by travel and tourism contribution to GDP 2019-2022

Travel and tourism employment worldwide 2019-2033

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• Basic Statistic Total contribution of travel and tourism to GDP worldwide 2019-2033
• Basic Statistic Travel and tourism: share of global GDP 2019-2033
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• Basic Statistic Global leisure travel spend 2019-2022
• Premium Statistic Global business travel spending 2001-2022
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Total contribution of travel and tourism to gross domestic product (GDP) worldwide in 2019 and 2022, with a forecast for 2023 and 2033 (in trillion U.S. dollars)

Travel and tourism: share of global GDP 2019-2033

Share of travel and tourism's total contribution to GDP worldwide in 2019 and 2022, with a forecast for 2023 and 2033

Total contribution of travel and tourism to GDP in leading travel markets worldwide in 2019 and 2022 (in billion U.S. dollars)

Leisure tourism spending worldwide from 2019 to 2022 (in billion U.S. dollars)

Global business travel spending 2001-2022

Expenditure of business tourists worldwide from 2001 to 2022 (in billion U.S. dollars)

Number of international tourist arrivals worldwide from 1950 to 2023 (in millions)

Number of international tourist arrivals worldwide 2005-2023, by region

Number of international tourist arrivals worldwide from 2005 to 2023, by region (in millions)

Number of travel and tourism jobs worldwide from 2019 to 2022, with a forecast for 2023 and 2033 (in millions)

• Premium Statistic Global hotel and resort industry market size worldwide 2013-2023
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• Premium Statistic Hotel openings worldwide 2021-2024
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Global hotel and resort industry market size worldwide 2013-2023

Market size of the hotel and resort industry worldwide from 2013 to 2022, with a forecast for 2023 (in trillion U.S. dollars)

Most valuable hotel brands worldwide 2023, by brand value

Leading hotel brands based on brand value worldwide in 2023 (in billion U.S. dollars)

Leading hotel companies worldwide 2023, by number of properties

Leading hotel companies worldwide as of June 2023, by number of properties

Hotel openings worldwide 2021-2024

Number of hotels opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Hotel room openings worldwide 2021-2024

Number of hotel rooms opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Countries with the most hotel construction projects in the pipeline worldwide 2022

Countries with the highest number of hotel construction projects in the pipeline worldwide as of Q4 2022

• Premium Statistic Airports with the most international air passenger traffic worldwide 2022
• Premium Statistic Market value of selected airlines worldwide 2023
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• Premium Statistic Number of users of car rentals worldwide 2019-2028
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Airports with the most international air passenger traffic worldwide 2022

Leading airports for international air passenger traffic in 2022 (in million international passengers)

Market value of selected airlines worldwide 2023

Market value of selected airlines worldwide as of May 2023 (in billion U.S. dollars)

Global passenger rail users forecast 2017-2027

Worldwide number of passenger rail users from 2017 to 2022, with a forecast through 2027 (in billion users)

Daily ridership of bus rapid transit systems worldwide by region 2023

Number of daily passengers using bus rapid transit (BRT) systems as of April 2023, by region

Number of users of car rentals worldwide 2019-2028

Number of users of car rentals worldwide from 2019 to 2028 (in millions)

Number of users in selected countries in the Car Rentals market in 2023

Number of users in selected countries in the Car Rentals market in 2023 (in million)

Carbon footprint of international tourism transport worldwide 2005-2030, by type

Transport-related emissions from international tourist arrivals worldwide in 2005 and 2016, with a forecast for 2030, by mode of transport (in million metric tons of carbon dioxide)

Attractions

• Premium Statistic Leading museums by highest attendance worldwide 2019-2022
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• Basic Statistic Monuments on the UNESCO world heritage list 2023, by type
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Leading museums by highest attendance worldwide 2019-2022

Most visited museums worldwide from 2019 to 2022 (in millions)

Most visited amusement and theme parks worldwide 2019-2022

Leading amusement and theme parks worldwide from 2019 to 2022, by attendance (in millions)

Monuments on the UNESCO world heritage list 2023, by type

Number of monuments on the UNESCO world heritage list as of September 2023, by type

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Number of Michelin-starred restaurants in selected countries and territories worldwide as of July 2023

Online travel market

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• Basic Statistic Market cap of leading online travel companies worldwide 2023
• Premium Statistic Estimated EV/Revenue ratio in the online travel market 2024, by segment
• Premium Statistic Estimated EV/EBITDA ratio in the online travel market 2024, by segment

Online travel market size worldwide 2017-2028

Online travel market size worldwide from 2017 to 2023, with a forecast until 2028 (in billion U.S. dollars)

Estimated desktop vs. mobile revenue of leading OTAs worldwide 2023

Estimated desktop vs. mobile revenue of leading online travel agencies (OTAs) worldwide in 2023 (in billion U.S. dollars)

Number of aggregated downloads of leading online travel agency apps worldwide 2023

Number of aggregated downloads of selected leading online travel agency apps worldwide in 2023 (in millions)

Market cap of leading online travel companies worldwide 2023

Market cap of leading online travel companies worldwide as of September 2023 (in million U.S. dollars)

Estimated EV/Revenue ratio in the online travel market 2024, by segment

Estimated enterprise value to revenue (EV/Revenue) ratio in the online travel market worldwide as of April 2024, by segment

Estimated EV/EBITDA ratio in the online travel market 2024, by segment

Estimated enterprise value to EBITDA (EV/EBITDA) ratio in the online travel market worldwide as of April 2024, by segment

Selected trends

• Premium Statistic Global travelers who believe in the importance of green travel 2023
• Premium Statistic Sustainable initiatives travelers would adopt worldwide 2022, by region
• Premium Statistic Airbnb revenue worldwide 2017-2023
• Premium Statistic Airbnb nights and experiences booked worldwide 2017-2023
• Premium Statistic Technologies global hotels plan to implement in the next three years 2022
• Premium Statistic Hotel technologies global consumers think would improve their future stay 2022

Global travelers who believe in the importance of green travel 2023

Share of travelers that believe sustainable travel is important worldwide in 2023

Sustainable initiatives travelers would adopt worldwide 2022, by region

Main sustainable initiatives travelers are willing to adopt worldwide in 2022, by region

Airbnb revenue worldwide 2017-2023

Revenue of Airbnb worldwide from 2017 to 2023 (in billion U.S. dollars)

Airbnb nights and experiences booked worldwide 2017-2023

Nights and experiences booked with Airbnb from 2017 to 2023 (in millions)

Technologies global hotels plan to implement in the next three years 2022

Technologies hotels are most likely to implement in the next three years worldwide as of 2022

Hotel technologies global consumers think would improve their future stay 2022

Must-have hotel technologies to create a more amazing stay in the future among travelers worldwide as of 2022

• Premium Statistic Travel and tourism revenue worldwide 2019-2028, by segment
• Premium Statistic Distribution of sales channels in the travel and tourism market worldwide 2018-2028
• Premium Statistic Inbound tourism visitor growth worldwide 2020-2025, by region
• Premium Statistic Outbound tourism visitor growth worldwide 2020-2025, by region

Travel and tourism revenue worldwide 2019-2028, by segment

Revenue of the global travel and tourism market from 2019 to 2028, by segment (in billion U.S. dollars)

Distribution of sales channels in the travel and tourism market worldwide 2018-2028

Revenue share of sales channels of the travel and tourism market worldwide from 2018 to 2028

Inbound tourism visitor growth worldwide 2020-2025, by region

Inbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

Outbound tourism visitor growth worldwide 2020-2025, by region

Outbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

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Tourism sector rolls out road map to boost visitor numbers to pre-pandemic levels

T he tourism industry has rolled out a road map it hopes will bring more visitors to Canada after the bruising it took during the COVID-19 pandemic.

At the country’s largest annual tourism convention being held in Edmonton, Destination Canada and the federal government unveiled a plan Thursday that aims to extend the travel season, increase the length of stays and attract more locals, foreigners and business people to a broader range of sites.

A warming planet means wildfires are warding off visitors and milder winters are wreaking havoc on ski resorts. But the hotter weather has also opened a way to draw travellers in the spring and fall that could fill hotels and tour buses into the shoulder seasons, Destination Canada CEO Marsha Walden said.

“We would love to retain our workforce longer into the season. And normally the product doesn't need to be hugely adapted to take in a new season like fall and approaching into winter,” Walden said in an interview.

“We really need to lean heavily on expanding further into the shoulders.”

Building out attractions into year-round vacation spots is also an option, with resorts from Quebec's Mont Tremblant to Ontario's Blue Mountain showcasing how summer activities can lure visitors beyond the traditional ski crowd.

"When you think Whistler, what do you think — you think skiing, right? But Whistler in the summer, it's also pretty amazing," said Tourism Minister Soraya Martinez Ferrada in an interview.

Meanwhile, more drawn-out getaways would amount to millions more in the coffers of hospitality companies.

“Having people stay longer — having people spend more money — is just good for tourism for us in Canada,” she said. Marketing campaigns that focus on “getting travellers to say, ‘If you’re going to come, you’d better stay a couple days more, because Canada is big,’” comprise part of the plan.

The federal strategy also looks to promote a broader range of destinations, from Indigenous-owned projects to ecotourism spots off the beaten path.

Business trips continue to lag behind the return of leisure travel, a post-pandemic hangover the plan aims to address as well.

By 2030, the goal is to boost Canada’s spot in a World Economic Forum ranking on tourism development after the country slipped out of the top 10 for the first time in 2022.

Tourism has come roaring back from pandemic lows, but operators say the sector has yet to reach pre-COVID levels and debt remains a hefty burden for thousands of small businesses across the country.

International visitor numbers last year sat below figures from four years earlier, with tourists from the U.S. at 85 per cent of 2019 levels and those from further afield at 78 per cent, according to Destination Canada. However, nearly four out of every five dollars generated from tourism comes from a Canadian, Walden said.

The industry brought in more than $109 billion in revenue in 2023, about four per cent more than in 2019 but significantly less in real terms after accounting for inflation, according to the Tourism Industry Association of Canada.

Beth Potter, who heads the association, has called on the federal government to create a new low-interest loan program and temporary foreign worker stream, both specific to the tourism industry.

She said she has seen no signs of movement on those fronts in Ottawa.

Beating back Canada's growing reputation as a country ablaze marks yet another challenge.

"People thought the whole country was on fire," Martinez Ferrada said of last summer's wildfire evacuations. "We made the New York Times front page."

The minister highlighted a marketing campaign by British Columbia in the fall that made an "urgent appeal" to residents there and in Alberta and Washington to explore areas recently affected by wildfires.

Even a month of lost revenue can be "devastating," added Walden.

The sector's recovery continues to trail that of the broader business world.

The number of active tourism-linked businesses sat slightly below pre-pandemic levels as of December, while the number of businesses overall surpassed 2019 figures, data from Destination Canada showed.

Across all sectors, two in three small- and medium-sized enterprises still held pandemic debt at the end of last year, with an average of $107,700, according to a Canadian Federation of Independent Business survey of 3,148 members. Out of 14 sectors surveyed, operators in hospitality and transportation were among the most pessimistic about the coming year. Only retail scored worse.

This report by The Canadian Press was first published May 16, 2024.

Christopher Reynolds, The Canadian Press

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Crisis management research (1985–2020) in the hospitality and tourism industry: A review and research agenda

Associated data.

The global tourism industry has already suffered an enormous loss due to COVID-19 (Coronavirus Disease 2019) in 2020. Crisis management, including disaster management and risk management, has been becoming a hot topic for organisations in the hospitality and tourism industry. This study aims to investigate relevant research domains in the hospitality and tourism industry context. To understand how crisis management practices have been adopted in the industry, the authors reviewed 512 articles including 79 papers on COVID-19, spanning 36 years, between 1985 and 2020. The findings showed that the research focus of crisis management, crisis impact and recovery, as well as risk management, risk perception and disaster management dominated mainstream crisis management research. Look back the past decade (2010 to present), health-related crisis (including COVID-19), social media, political disturbances and terrorism themes are the biggest trends. This paper proposed a new conceptual framework for future research agenda of crisis management in the hospitality and tourism industry. Besides, ten possible further research areas were also suggested in a TCM (theory-context-method) model: the theories of crisis prevention and preparedness, risk communication, crisis management education and training, risk assessment, and crisis events in the contexts of COVID-19, data privacy in hospitality and tourism, political-related crisis events, digital media, and alternative analytical methods and approaches. In addition, specific research questions in these future research areas were also presented in this paper.

1. Introduction

A crisis is defined as ‘an unpredictable event that threatens important expectancies of stakeholders related to health, safety, environmental, and economic issues, which can seriously impact an organisation's performance and generate negative comments' ( Coombs, 2019 , p. 3). Today's hospitality and tourism industry is sensitive to various external and internal challenges and crises ( Fink, 1986 ; Henderson, 2003 ; Laws et al., 2005 ; McKercher & Hui, 2004 ). According to McKercher and Hui (2004 , p.101), crises ‘disrupt the tourism and hospitality industry on a regular basis’. The reduction of tourist arrivals and expenditures due to the crises hits the industry and its related stakeholders; and creates vulnerability. Different service providers (consisting of those pertaining to accommodation, transportation, inbound and outbound tourism, and others) may have to suffer for a short or longer period of time before full recovery. Moreover, pressures from competitors also worsened the situations for certain organisations due to the change in comparative and competitive advantages ( Wut, 2019 ). Only a few studies in crisis management were conducted in the early years, and most of them related to crisis impacts on tourism industry ( Blake & Sinclair, 2003 ). Fortunately, a growing body of crisis management studies in the hospitality and tourism industry has emerged over the past decade.

The scope of crisis management includes crisis prevention, crisis preparedness, crisis response and crisis revision ( Hoise & Smith, 2004 ). Detecting any warning signs is an important task in crisis prevention. Crisis preparedness usually involves forming crisis management teams, formulating crisis preparedness plans and training spokespersons. Organisation response is usually under the spotlight. The mechanism by which we learn from a crisis is a central topic under crisis revision ( Crandall et al., 2014 ). Unfortunately, crisis management received insufficient attention in the hospitality and tourism research for decades ( Pforr & Hosie, 2008 ). This research stream started with natural disaster management, terrorism and disease management ( Laws et al., 2005 ). Recently, information technology has been heavily used in the business and tourism sectors ( Buhalis & Law, 2008 ; Navio-Marco et al., 2018 ). Social media is becoming an emerging research focus that triggers new thoughts on crisis management in the contemporary world ( Zeng & Gerritsen, 2014 ). Data security and privacy over confidential company information and customer personal information are the main concerns. Nowadays, given the global outbreak of the COVID-19 pandemic and the economic downturn faced by many countries, crisis management has again attracted organisational and research attention ( Qiu et al., 2020a , b ; Gössling et al., 2020 ).

Crisis management also involves risk management, as crisis happens when risk is not managed properly and effectively. For instance, if tourism providers do not pay attention to risk management may put the lives of the tourists at risk. According to Dorfman and Cather (2013) , risk is the possibility of harm or possible loss. Risk refers to the fluctuation in neutral or negative outcomes that result from an uncertain event on the basis of probability. Risk management is a process in which an organisation identifies and manages its exposures to risk to match its strategic goals. The scope includes goals setting, risk identification, risk measurement, handling of risk and implementation techniques, and effectiveness of monitoring ( Dorfman & Cather, 2013 ).

Crises in extreme scales with catastrophic consequences can be disasters. Disasters normally refer to events that an organisation cannot control, like natural disasters. Possible disaster events include terrorism, floods, hurricanes and earthquakes. The term ‘crisis’ has a broad meaning that includes events involving technical or human mistakes as well as disasters ( Coombs, 2019 ; Faulkner, 2001 ). Thus, crisis management in this study covers both risk management and disaster management.

Several review papers on crisis management and recovery are available. Mair et al. (2016) conducted a review on post-crisis recovery with 64 articles published between 2000 and 2012. A short summary on tourism crisis and disaster was also published ( Aliperti et al., 2019 ). Ritchie and Jiang (2019) reviewed 142 papers on tourism crisis and disaster management; and identified three areas including crisis preparedness and planning; crisis response and recovery; and crisis resolution and reflection. It was found that the papers, including the framework testing, lack conceptual and theoretical foundation, which exhibited unbalanced research themes ( Ritchie & Jiang, 2019 ). A bibliometric study of citation networks was conducted by other researchers but only on the crisis and disaster management topic ( Jiang, Ritchie, & Verreynne, 2019 ). The most recent one was focused on diseases ( Chen, Law, & Zhang, 2020 ). The afore-said review articles followed the traditional classification of the three-stage crisis management model (pre-crisis, crisis event and post-crisis) ( Richardson, 1994 ). A clear research gap exists in the review literature in terms of the kind of crisis management, risk management and disaster management research that has been conducted in the hospitality and tourism fields, especially in the digital era; and such research need becomes significant due to the spread of COVID-19. This current review paper considers risk management and disaster management as part of crisis management. This review scope is much wider than those of past review papers. Furthermore, past literature review emphasised only the research published in top academic journals. Zanfardini et al. (2016) concluded that analyses of literature should not be confined to the highest impact journals because crisis management is an interdisciplinary subject; and the related articles might not necessarily appear only in the top journals. Thus, surveying also the lower impact journals would be useful, and this study would also shed light on those works.

This study aims to systematically examine and evaluate the literature of crisis management in the hospitality and tourism industry. As the research areas emerge, more papers were recorded in the last decade. It is expected that many research papers on topics relating to the COVID-19 crises will be produced shortly in the near future. The major themes and future research opportunities and agenda will be identified after a thematic content analysis of related peer-reviewed journal articles.

This study seeks to address the following questions:

• 1) What are the main themes of the crisis management literature in the hospitality and tourism industry?
• 2) What is the future research agenda regarding the hospitality and tourism industry and crisis management?

2. Methodology

This systematic literature review adopted steps suggested by Liberati et al. (2009) for the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA): 1) related articles were identified through databases and other sources, 2) records were obtained after the duplicates were removed, 3) the records were screened, 4) full-text papers were assessed for eligibility and 5) the studies were included in the qualitative synthesis ( Liberati et al., 2009 ).

We targeted our literature search on electronic databases for peer-reviewed journal articles that focused on crisis management in the hospitality and tourism industry and from journals published since 1980. The search included numerous academic platforms consisting of the ABI/Inform, Academic Research Premier (via EBSCO host), Business Source Complete (via EBSCO host), Web of Science and Scopus databases to capture academic journal papers with the captioned topic. This approach was considered suitable for a literature review analysis centred on a subject that has undoubtedly been researched from a multi-disciplinary perspective ( Wut et al., 2021 ). Literature search was organised around eight keywords consisting of ‘tourism’, ‘hospitality’, ‘crisis’, ‘crisis management’, ‘risk’, ‘risk management’, ‘disaster’ and ‘disaster management’. Papers retained for subsequent analyses met the following criteria:

• (i) Published in peer-reviewed journals since 1980;
• (ii) Published in the English language;
• (iii) Involves the field of business, management and accounting;
• (iv) Seeks to study crisis management, including risk management and disaster management, in the tourism and hospitality industry;
• (v) Comprise studies presenting primary or secondary research data published as full length papers or short reports;
• (vi) Removal of duplicate papers from database findings (Same paper generated from different platforms).

In total, 1168 papers were generated from the literature search which involves different combinations of the aforementioned keywords. The earliest article was published in 1985. Overall, the selected articles were published between 1985 and 2020. Figures for 2020 are incomplete and given here for reference only. Authors assessed the full-text papers retrieved for inclusion in this review.

The titles, abstracts and full texts of the papers were reviewed and examined ( Wut et al., 2021 ). Two coders were involved in the process to avoid subjective bias judgement from a single coder ( Neuendorf, 2002 ). Discussions between coders were arranged to resolve the discrepancy ( Krippendorff, 2013 ). After initial screening, 534 papers meeting the above criteria were selected. A subsequent step involved checking if the research questions of this study can be answered through analysing the papers in the database. A total of 22 papers were dropped as they could not answer one of the research questions. The final analysis involved 512 papers for subsequent descriptive analyses in various aspects like the number of authors, the first author's nationality and study locations. Papers involving more than one study location were classified under Global. Attention was paid to the themes of journals under the category of tourism, hospitality and others as business-related journals. Publications that covered both tourism and hospitality were classified under hospitality. We also identified the key topics of each article. These items were used for statistical analysis to identify longitudinal trends of research themes. The papers were categorised under various hospitality and tourism industry sectors, including tour operators/travel agencies, hotels, airlines, restaurants and ocean cruising industry. They were then assigned to one of the six crisis types: political events, terrorism, health issues, financial crisis, natural disasters and human errors. The research foci of the articles were subsequently ascertained and summarised. The identification process was completed by content analysis for which an inductive approach was adopted. If any doubt regarding classification emerged for a particular paper, a new category was devised for that paper to minimise ambiguity ( Eisenhardt, 1989 ). When more than one topic was discussed in a paper (for example, crisis prevention and crisis preparedness), the paper was classified under the category of crisis management (multiple topics). Thus, 10 specific research topics were obtained for a general crisis management area: crisis management (multiple topics), crisis impact, crisis recovery, crisis resilience, crisis communication, crisis response, crisis event (description), crisis preparedness, crisis prevention and crisis management (organisational) learning. Four research topics were identified for a general risk management area: risk management (multiple topics), risk perception, risk assessment and risk communication. Finally, three research topics were found for a general disaster management area: disaster management (multiple topics), disaster event (description) and disaster recovery. COVID-19 was categorised as a separate topic, as the related articles covered the areas in both crisis and risk management.

3. Findings

3.1. journals, authors and study locations.

The results indicated that 308 (60.2%) of the papers came from 10 journals; and 204 papers were come from other journals. Among these 10 journals, Tourism Management published 85 papers; Journal of Travel and Tourism Marketing published 44 papers, International Journal of Hospitality Management had 34 papers and Current Issues in Tourism had 33 papers. Annuals of Tourism Research published 26 papers, and Journal of Travel Research secured 25 papers. The publications were highly ranked according to the Scimago Journal and Country Ranking (SRJ). In the last decade, all these journals except for the Journal of Travel and Tourism Marketing published more papers than before ( Table 1 ). Furthermore, other high ranking journals were included in the ‘Others’ category, including the Journal of Vacation Marketing with two papers. One paper appeared in the Public Relation Review, a top Journal in the field of public relations. Another paper was from the Journal of World Business, a first quarter journal according to the SRJ. Three other papers appeared in Asia Pacific Business Review, a second quarter journal according to the SRJ. Thus, crisis management has been considered a hot research topic by the scholars and high ranking academic journals in the hospitality and tourism field.

List of tourism and hospitality journals (N = 512).

As a whole, tourism-focused journals were comparatively favoured (286 papers) to hospitality (74 papers) or other (152 papers) journals on the crisis management topic and related research objectives. Among the tourism-focused journals, Tourism Management has been the dominant outlet. The number of papers increased by three times over the last decade. Among the hospitality journals, International Journal of Hospitality Management (34 papers) has been the most popular.

Regarding authorship, two authors collaboration (157 papers, 30.7%) has been found to be the most common occurrence in these papers. Three-person authorship was also highly adopted (143 papers, 27.9%), followed by single authorship for 129 papers (25.2%). Note that a total of 60 papers had four authors (11.7%), five authors (14 papers, 2.7%), six authors (7 papers, 1.4%), seven authors (1 paper, 0.2%), and eight authors (2 papers, 0.4%). Collaborations among authors are common. The most productive first authors in this field were Joan C. Henderson (9 papers), Bingjie Liu (9 papers), Bruce Prideaux (7 papers) and Brent W. Ritchie (6 papers). The most productive second authors were Lori Pennington-Gray (13 papers), Brent W. Ritchie (9 papers), Mehmet Altinay, Susanne Becken and Hany Kim (4 papers). Henderson comes from Nanyang Technological University and had publications in the early years (from 1999 to 2004). Liu is from the University of Florida. Most of her publications were related to bed bugs and were rather recent (from 2015 to 2016).

Location was studied for the first authors of the papers. The first authors tend to be most interested in the study topics relating to crisis management and may have secured fair level of research experience in this area. Europe (157 papers, 30.7%) had the greatest number of interested scholars who appeared as the first authors. This figure was followed by Asia (132 papers, 25.8%) and Oceania (110 papers, 21.5%). In Europe, the United Kingdom (59 papers) had the most interested scholars in this area. The first authors from Asia were mainly from Mainland China (29 papers), Israel, Singapore, Japan and Taiwan. The other first authors were from Australia (101 papers) and United States (88 papers) ( Table 2 is a short version of this list. An extended version is in the Appendix).

Location of first author (N = 512).

In terms of the research context, Asia was the most studied region (152 papers, 29.7%), followed by Global (109 papers, 21.3%), and then Europe (101 papers, 19.7%). Several disasters occurred in Asia, including the Japan earthquakes in 2011, the Severe Acute Respiratory Syndrome (SARS) outbreak in 2003 and the Indian Ocean earthquake and tsunami in 2004. Many papers took a global or multiple countries approach (109 papers, 21.3%). First authors also tend to conduct research in his or her place-of-residence or nearby locations ( Table 3 ).

Study location (N = 512).

An increasing trend emerged throughout the 36 years study period, as shown in Fig. 1 . The number of articles in 2020 is listed for reference and some articles could not be presented due to availability issues. All papers, whether from tourism-focused journals, hospitality journals or journals in the other fields, generally displayed an upward trend ( Fig. 2 ). Almost all top ten English-language academic journals in the tourism and hospitality field witnessed an increasing trend, except for the Journal of Travel and Tourism Marketing which experienced a downward trend ( Fig. 3 ). The three periods were identified in the X-axis and spans 36 years. The first period from 1985 to 1996 reflects the start of the discussion about crisis management. Only six papers were published for 12 years. The second period of 1997–2008 involved 115 papers. During this period, most of the papers were published in the Journal of Travel and Tourism Marketing and in Tourism Management. The last period of 2009 to present involved 389 papers. Most of the papers were published in Tourism Management. At this period, as many as 63 papers were published in Tourism Management. The number of papers published in Tourism Management is almost the sum of the numbers of the first runner up, and second runner up. ( Table 1 ).

Studies related to crisis management in the tourism and hospitality literature (1985–2020).

Numbers of tourism and hospitality publications in English on crisis management.

Top Ten Journals on crisis management.

3.2. Types of crises in the hospitality and tourism industry

The 512 papers revealed that five business sectors within the hospitality and tourism industry, an outcome which mirrored the findings of Wut et al. (2021) who performed a systematic review on corporate social responsibility research in the hospitality and tourism industry. The most commonly investigated industry sectors comprised tour operators/travel agencies, hotel operators, airlines, restaurants and ocean cruising sectors. Their crises types are summarised below for illustration purposes ( Table 4 ):

Typology of crisis types in hospitality and tourism industry (Source: authors).

Crisis types were previously organised under the three categories of natural disasters, technical error accidents and human error accidents, depending on the level of organisational responsibility. Limited organisational responsibility is clearly involved for natural disasters because those events are usually beyond operational control ( Coombs, 2019 ). Only reactive strategies can be developed to minimise loss. A low level of organisational responsibility occurs on technical error accidents as the organisation can hardly do much about technical errors. However, organisations should bear the main responsibility for preventable crises as they involve human errors ( Coombs, 2019 ). Natural disasters are the most common type, and the other two are mainly related to complaints on social media.

3.3. Methodological design of previous research

Almost half of the studies adopted quantitative research methods (215 studies, 42%). Approximately 34% of the papers relied on qualitative research methods (174 studies). Only 24 studies (4.7%) integrated both qualitative and quantitative research methods. And there also appeared 99 conceptual papers. In terms of research design, exploratory design (qualitative) dominated (159 studies, 31.1%). Most researchers used in-depth interview and focus group in exploratory design. This research design is followed by adopting primary data from surveys (139 studies, 27.1%) and using secondary data and databases (74 studies, 14.5%). For the statistical and analytical methods of research, the main method was identified for each paper. Most qualitative studies relied on case studies (85 studies, 16.6%) and content analysis (81 studies, 15.8%). Descriptive analysis (54 studies, 10.5%) and regression analysis (40 studies, 7.8%) were primarily used in the quantitative studies. When appeared more than one method of analysis was utilised (for example, both descriptive and regression analysis), only the most complex method was counted (in this case, regression analysis) ( Table 5 ).

Analysis by research methodology (N = 512).

3.4. Traditional Research focus

The research themes in the literature were organised in such manner: Papers with a specific topic of crisis management, risk management or disaster management were grouped under the category carrying the name of the focal topic, such as crisis impact, crisis recovery and risk perception. Papers on crisis management in general ( Beirman, 2001 ) or focusing on crisis management in relation to other topics, for example, brand management ( Balakrishnan, 2011 ), or those on more than one topic of crisis management such as crisis preparedness and organisational learning ( Anderson, 2006 ) were all included under a category named “Crisis management/with multiple topics”. Similar logic was applied to the “Risk management/with multiple topics” category, which included papers embracing risk management in general ( Angel et al., 2018 ) or multiple topics regarding risk identification, the influential factors and related risk management practices ( Chen, 2013 ). This logic was further applied to the “Disaster management/with multiple topics” category. Another category refers to COVID-19, which has been a hot topic since last year. All the COVID-19 papers that concerned about crisis and/or crisis management were put under this separate category. Such arrangement could help summarise the focuses and trends of COVID-19 research and facilitate the researchers who may have continuing interests to explore further in future years. Lastly, the remaining papers hardly put into previous categories were put under the category of others. As a result of adopting the above rationale in papers classification, among the reviewed studies, 16% (82 papers) were related to crisis management/with multiple topics and 15.4% (79 papers) related to COVID-19. These two primary categories were found in terms of the number of papers collected ( Table 6 ). Risk management/with multiple topics is the second runner-up with 13.7% (70 papers). Risk perception was found with 44 papers (8.6%). Crisis impacts involved 32 studies (6.3%), and crisis recovery was examined in 31 studies (6.1%). Further, fairly sufficient, 21 papers focused on crisis resilience (4.1%), 18 papers investigated crisis communication (3.5%) and 15 papers examined crisis response (2.9%). Disaster management/with multiple topics was studied by 20 papers (3.9%), and disaster recovery was investigated in 16 papers (3.1%). The areas worthy of significant note have collected even less than 10 papers in the study period, inclusive of crisis preparedness and prevention, learning, risk assessment and communication ( Table 6 ).

Crisis management research focus (N = 512).

The most explored research foci in the study period included crisis management/with multiple topics, risk management/with multiple topics, and disaster management (event). Crisis impact and crisis recovery, as well as risk perception also involved more than 30 papers respectively, that can represent the traditional focus of crisis management research at the theoretical level. The COVID-19 theme has more than 70 papers published (N = 79) in 2020, which surprisingly made it as one of the top ranking research themes in the summary. Its discussion will be presented in the next section involving the emerging research themes over the last decade (2010 to present).

3.4.1. Crisis management/with multiple topics

Crisis management has attracted academic attention for the entire study period. Anticipating crises and responding to them accordingly is crucial ( Henderson, 1999a ). A crisis or disaster management framework based on the model by Fink (1986) was proposed. Six elements of responses were suggested: precursors, mobilisation, action, recovery, reconstruction and re-assessment, and review. Risk assessment and disaster contingency plans were provided ( Faulkner, 2001 ). The crisis management framework of Ritchie (2004) follows the prescriptive model Richardson (1994) applied on the tourism industry: pre-crisis; crisis event and post crisis. This ‘one size fits all’ approach might cater to all sudden events ( Speakman & Sharpley, 2012 ).

By contrast, chaos theory assumes a random, complex and dynamic situation. That theory was used to explain the Mexican H1N1 crisis. Companies in the tourism industry operate in a relatively stable situation but are subject to unexpected attacks. The trigger case in Mexico is an outbreak of the H1N1 disease ( Coles, 2004 ; Speakman & Sharpley, 2012 ).

Co-management's characteristics ‘have been identified in the literature: (1) pluralism, (2) communication/negotiation, (3) transactive decision-making, (4) social learning, and (5) shared action/commitment’ ( Pennington-Gray et al., 2014a , 3). That management refers to combining resources from various stakeholders in the community for crisis management ( Pennington-Gray et al., 2014a ).

Researchers neglected crisis preparation and organisational learning in the tourism industry ( Clements, 1998 ; Cheung & Law, 2006 ; Anderson, 2006 ). In practice, large companies do have crisis management plans, unlike small business and tourism operators ( Cushnahan, 2004 ; Gruman et al., 2011 ).

3.4.2. Crisis impact

The Asian financial crisis and global economic crisis of 2008/09 affected the tourism industry ( Boukas & Ziakas, 2013 ; Henderson, 1999c ; Jones et al., 2011 ). In these events, people generally lost their spending power. If a host country suffers from a domestic crisis, then it usually attracts more visitors from other countries because of devaluation of the host country's currency ( Khalid et al., 2020 ). The lower demand for local tourism is counter-balanced by the arrival of more international tourists.

Usually, crisis impact could be measured by the drop of the number of inbound or outbound tourists and the spending of visitors ( Jin et al., 2019 ; Khalid et al., 2020 ; Wang, 2009 ). In turn, the impact would be reflected by economic indicators, such as the unemployment rate of the tourism industry ( Blake & Sinclair, 2003 ). People must also be convinced that everything is back to normal before they travel again.

The studies concentrated on sales loss and the drop in customers ( Jones et al., 2011 ; Liu, 2014 ). Financial ratio analysis is more objective but usually cannot capture instant impacts. Few investigations employed stock price to measure the effect of crises. Abnormal returns were a good indicator of the future earnings of a listed company ( Seo et al., 2014 ). Another dimension is the emotional aspect. Anger and outrage are emotional responses from customers. These reactions produce intangible effect on corporations ( Coombs & Holladay, 2010 ).

Aside from the economic impact, environmental and social cultural impacts must also be considered. For instance, the natural environment is vulnerable to disaster risks. Pollution problems could also affect the image of a city such as Beijing ( Tsai et al., 2016 ). From a social cultural perspective, local culture should be protected and revived.

3.4.3. Crisis recovery

The process wherein tourism operators' attempt to return to normal business and achieves good economic performance after a crisis is called crisis recovery ( Coombs, 2019 ). Various crisis recovery approaches were proposed. Restoration of confidence, media role, other stakeholder support and speed of the response are critical success factors for crisis recovery ( de Sausmarez, 2007a ). Analysis of the crisis, audience and place must be conducted before formulating a media strategy. The message source, target audience and the message itself are essential features for designing the media strategy in attempt to repair the image of the place ( Avraham & Ketter, 2017 ). In summary, image recovery is vital ( Ryu et al., 2013 ).

Other than media strategy, turnaround strategies usually entail increasing income and decreasing cost ( Campiranon & Scott, 2014 ). Price discount appears to be a common recovery strategy applied in the hospitality and tourism industry ( Kim et al., 2019 ; Okuyama, 2018 ).

A marketing program is a usual tactic in crisis recovery ( Carlsen & Hughes, 2008 ; Chacko & Marcell, 2008 ; Ladkin et al., 2008 ). Celebrity endorsement was also one of the best ways for implementing recovery marketing plans. Marketing campaigns should be continued after a crisis ( Walters & Mair, 2012 ). Some researchers expressed reservations about marketing programs. They instead prefer a demarketing approach if the place was seriously damaged and remains unsafe for visitors ( Orchiston & Higham, 2016 ).

3.4.4. Risk management/with multiple topics

Risk management is important for business operations ( Bharwani & Mathews, 2012 ). However, different companies may present different levels of risk appetite in terms of their willingness to manage risks ( Zhang, Paraskevas, & Altinay, 2019 ). The main types of business risks include operating risks, strategic risks and financial risks ( Harland et al., 2003 ). Financial risks can be categorised as systematic (common to whole economy) and unsystematic risks (firm-specific) ( Chen, 2013 ). According to Oroian and Gheres (2012) , all internal risks (e.g. organisational risks) and external risks (e.g. nature, competitiveness, economic, political and infrastructure risks) should be considered. Chang et al. (2019) found that financial risks, competing risks and supply chain risks may be classified as high priority by the travel industry.

Given the nature of the industry, hospitality and tourism companies may possibly face more particular environmental risks ( Böhm & Pfister, 2011 ; Cunliffe, 2004 ; Hillman, 2019 ), such as the weather conditions and climate change ( Ballotta et al., 2020 ; Bentley et al., 2010 ; Córdoba Azcárate, 2019 ; de Urioste-Stone, 2016 ; Hopkins & Maclean, 2014 ; Steiger et al., 2019 ; Tang & Jang, 2011 ), which will result in financial risks ( Franzoni & Pelizzari, 2019b ) and other types of business risks for companies.

Regarding risk management and practices, various risk mitigation and reduction strategies have been studied. Loehr (2020) proposed a Tourism Adaptation System for this purpose. Portfolio analysis was adopted for risk reduction and management in the industry ( Minato & Morimoto, 2011 ; Tan et al., 2017 ). The scenario planning approach was also employed by Orchiston (2012) for risk forecasting. Safety and security measures, through security checkpoints, security systems and procedures, are of vital importance in operational strategies ( Daniels et al., 2013 ; Peter et al., 2014 ). However, Rantala and Valkonen (2011) argued that safety issues in the hospitality and tourism industry are complex because of the infrastructure and technology, lack of experiences for customers and employees, and the safety culture in the industry. Vij (2019) examined the views of senior managers in the hospitality industry and highlighted the urgent safety need regarding cyberspace and data privacy. Stakeholder collaboration might be also considered for sharing the responsibility in risk management ( Gstaettner et al., 2019 ). As for the aspect of risk transfer, insurance contracts ( Dayour et al., 2020 ; Franzoni & Pelizzari, 2019a ) is a traditional focus for mitigating the negative impacts through transferring the risks to third parties. Nevertheless, that approach was not a common practice in the industry ( Waikar et al., 2016 ).

3.4.5. Risk perception

This work found that many risk perception-focused studies were conducted in the tourism context. Mass tourists are generally risk adverse in unfamiliar surroundings. The risks related to health, crime, accident, environment and disasters greatly affect the tourists' decision-making ( Carballo et al., 2017 ; George, 2010 ; Hunter-Jones, 2008 ). Some studies categorised those risks into physical, financial, psychological and health risks ( Jalilvand & Samiei, 2012 ; Sohn & Yoon, 2016 ). According to Carballo et al. (2017) , some risks for tourists can be controllable (e.g. illness and sunburn), whereas others are not.

The causes leading to the risk perceptions of tourists included demographic (e.g. age and nationality) and individual trip-related characteristics (e.g. visit purpose and frequency of travel) ( George, 2010 ; Jalilvand & Samiei, 2012 ), past experiences ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), marketing communications ( Lepp et al., 2011 ; Liu-Lastres et al., 2020 ), media effects ( Kapuściński & Richards, 2016 ; Rashid & Robinson, 2010 ), mega-events, such as the FIFA World Cup) ( Lepp & Gibson, 2011 ) or Olympic Games ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), as well as the destination risk management measures ( Toohey et al., 2003 ). Different directions of research or research findings were noted. Rashid and Robinson (2010) believed that the media effects exaggerated the risk perceptions. Kapuściński and Richards (2016) found that the media could either amplify or attenuate risk perceptions. George (2010) and Jalilvand and Samiei (2012) tended to compare the tourists' gender, age and trip-related characteristics for risk perception, but the latter study found more obvious difference among the groups.

Risk perceptions were also found to negatively impact various constructs. However, the dependent variables were overwhelmingly concentrated on destination image ( Chew & Jahari, 2014 ; Lepp et al., 2011 ; Liu-Lastres et al., 2020 ; Sohn & Yoon, 2016 ) and revisit intention ( Chew & Jahari, 2014 ; George, 2010 ; Zhang, Xie, et al., 2020 ). Other outcomes of risk perception, such as tourist hesitation ( Wong & Yeh, 2009 ), destination attitude ( Zhang, Hou, & Li, 2020 ), satisfaction and trust ( Wu et al., 2019 ), emotion ( Yüksel & Yüksel, 2007 ), recommendation to others ( George, 2010 ), decision-making process ( Taher et al., 2015 ) and travel behaviour modification ( Thapa et al., 2013 ), were also investigated.

Note that tourists may be motivated by risk-taking behaviours ( Cater, 2006 ; Chang, 2009 ). These tourists possibly favour novelty and adventurous tourism activities. Examples of risk-taking contexts in the hospitality and tourism industry include gaming ( Chang, 2009 ), mountain climbing ( George, 2010 ; Probstl-Haider et al., 2016 ) and other adventurous activities ( Cater, 2006 ). Pröbstl-Haider et al. (2016) indicated that the risk-taking behaviour may be attributed to the tourists' experience, participation frequency and commitment, their risk perceptions and the individual trade-off of risks.

3.4.6. Disaster management/disaster event (description)

This study consolidated disaster management and disaster event (description) into one generic category for subsequently summary and discussions. Following previous classical literature on disaster management ( Faulkner, 2001 ; Prideaux et al., 2003 ), disasters can be considered as unpredictable or unprecedented crisis situations with great complexity and gravity. Ritchie (2008) summarised the many natural disasters frequently studied in tourism literature as comprising hurricanes, flooding and tsunami, earthquake, biosecurity and diseases (e.g. foot and mouth disease and SARS). Huan et al. (2004) dubbed these incidents as ‘no-escape’ disasters.

As a result of the disasters, tourist fatalities may occur while the destination and business facilities are severely devastated ( Cohen, 2009 ). Different hospitality and tourism sectors may experience remarkably varied challenges ( Henderson, 2007 ). Previous literature also recorded a comparison across disasters for certain destinations ( Prideaux, 2003 ) or for the investigation of disasters across different destinations ( Bhati et al., 2016 ). Many studies focused on business and destination resilience ( Bhaskara et al., 2020 ; Bhati et al., 2016 ; Filimonau & De Coteau, 2020 ; Ghaderi et al., 2015 ; Lew, 2014 ). Hospitality and tourism business normally react without warning, deal with existing staff, reduce salaries over the short-term and consider rebuilding tourist confidence over the long-term ( Henderson, 2005 ). Filimonau and De Coteau (2020) emphasised that the destinations studied fail to react effectively. Ghaderi et al. (2015) found that the primate enterprises lacked knowledge and analysis of disasters to prepare for the future.

Faulkner (2001) presented a tourism disaster management framework that incorporated six stages: pre-event, prodromal, emergency, intermediate, long-term recovery and resolution. He suggested destination marketing and communications, risk assessment, disaster management teaming and disaster contingency plans as examples of management strategies. This seminal model was applied for different disaster case studies ( Faulkner & Vikulov, 2001 ; Miller & Ritchie, 2003 ). Walters and Clulow (2010) examined previous literature and indicated that disaster-recovery marketing may be ineffective for areas affected by disasters. By contrast, Biran et al. (2014) argued that even disaster attributes can possibly motivate certain future tourists.

4. Discussion on emerging research themes from 2010 to present

In Fig. 1 , the Y-axis showcases the number of publications that studied crisis management in the hospitality and tourism industry. The X-axis records the years. Obviously, an increasing trend occurred for the relevant publications over the past 36 years. Five distinct peaks were identified in these publication waves: the years 1999, 2008, 2013, 2017 and 2020. Publishing an academic paper usually takes two to three years from the start of an initial idea. In many cases, researchers can only observe impacts and report their findings several years after a crisis event, for example, during the Asian financial crisis in 1997 and the wars in 1990s (including the Gulf War, 1990–91; Croatian War, 1991–95; Bosnian War, 1992–95 and the Afghan War, 1990–2001). Studies published in 1999 mainly involved the financial crisis and the terrorism at that time. However, the papers recorded in 2008 included the impacts of the 9/11 terrorist attack in 2001. Papers in the year 2013 were mostly related to the financial crisis which dated back to 2007 and 2008. Papers with political topics were published in 2017/18. Many COVID-19 papers were published in 2020. Four major themes emerged in the last decade (year 2010-present), namely the health-related crisis, social media, political disturbance and terrorism crises ( Table 7 ).

Research areas for crisis management studies in last decade (Year 2010 to Present).

4.1. Health-related crisis (including COVID-19)

The 2006 Avian Flu, Year, and the 2003 SARS, the 2001 Foot and Mouth disease are notable health-related crisis events that impacted the hospitality and tourism industry ( Baxter & Bowen, 2004 ; Chien & Law, 2003 ; Page et al., 2006 ; Tew et al., 2008 ). Further, 284,00 deaths were recorded in the 2009 Swine flu. Tourism loss was US$2.8 billion ( Rassy & Smith, 2013 ). Recent case of health-related crisis event is the Ebola outbreak in 2014 and 2015. The outbreak affected the Africa tourism industry by 5% revenue reduction in year 2015 ( Novelli et al., 2018 ). Lyme disease was studied from the perspective of tourism management ( Donohoe et al., 2015 ). The impact of Zika outbreak for 2016 in Latin America and the Caribbean caused losses of US$3.5 billion in tourism industry; and no vaccine is available ( World Bank, 2016 ). In the same year, the global outbreak of Dengue fever led to even severe economic impact of US$8.9 billion ( Shepard et al., 2016 ). The recent global outbreak of COVID-19 in 2020 is undeniably a vastly emerging research focus. An overview of health-related events has been presented by Hall et al. (2020) .

Large number of papers in COVID-19 has been published within a short period of time. Most of the papers tended to study the impacts of COVID-19 in hospitality and tourism industry ( Bulin & Tenie, 2020 ; Jaipuria et al., 2020 ; Knight et al., 2020 ; Qiu et al., 2020a , b ; Seraphin, 2020 ; Uğur & Akbıyık, 2020 ), some of which focused on particularly the hotel industry ( Bajrami et al., 2020 ; Vo-Thanh et al., 2020 ). Besides, some provided directions for recovery ( Yeh, 2020 ). For instance, using a private dining room or table could be one of the solutions in restaurant industry ( Kim & Lee, 2020 ). Resilience is another topic of discussion ( Butler, 2020 ). Rittichainuwat et al. (2020) found that the Thai hospitality, bleisure (business and leisure) and international standard venues are key factors for resilience of the exhibition industry. For tourism industry, travel after pandemic is arguably associated with protection motivation and pandemic travel fear ( Zheng et al., 2021 ).. Research topics could be about perceived risk and tourist decision making ( Matiza, 2020 ). In terms of the research methodologies in this research theme, most of the papers appeared to be conceptual papers ( Baum & Hai, 2020 ; Bausch et al., 2020 ; Haywood, 2020 ; Li et al., 2020 ; Zenker & Kock, 2020 ). A few qualitative studies used in-depth interview ( Awan et al., 2020 ; Loi et al., 2020 ) while some others adopted case studies ( Breier et al., 2021 ; Neuburger & Egger, 2020 ). Quantitatively, some relied on online survey ( Karl et al., 2020 ) or telephone survey ( Pappas & Glyptou, 2021 ) due to pandemic constraints.

Without effective crisis management in this regard, the entire hospitality and tourism industry could hardly recover by rebuilding tourists and guests' confidence who suffer from health-related crises, with no exception of COVID-19. According to Coombs (2019) , there are four stages in crisis management: crisis prevention, crisis preparation, crisis response and crisis recovery. The purpose of crisis prevention is to detect warning signals and to stop any possible negative events. Certain disasters cannot be prevented even for early preparation. Crisis management plan needs to list out every step we need to follow when crisis happens. A team can be organised beforehand to carry out some rehearsals regularly. Immediate, transparent and consistency are the basics in preparing crisis response. In post crisis period, people need to learn from the past, including the mistakes made. Business continuity plan guides us to recover from crisis quickly ( Coombs, 2019 ; Fung et al., 2020 ). These should be the basics of lessons for effective crisis management derived from the different health-related crisis events in history and the COVID-19 outbreak as well. All stakeholders should consolidate their knowledge and experiences to better prepare for the future.

4.2. Social media theme

Over the past decade, companies in the hospitality and tourism industry have greater attention to the use of social media in practice. Social media can distribute news over distances within a short period of time. That media could co-ordinate with different stakeholders in crisis events ( Antony & Jacob, 2019 ; Maia & Mariam, 2018 ). Meanwhile, a wide range of stakeholders (i.e. individual customers, governmental bodies, activist groups, rescue teams, consumers' bodies, mass media and others) can take part in management through social media ( Sigala, 2012 ). Zeng and Gerritsen (2014) summarised the social media research in tourism and highlighted clearly (p.34) that ‘giving its mobility and facility for instant interaction, social media can be expected to play a more important role in tourism destination management, particularly in crisis management … ’ Sigala (2012) further revealed that social media can be utilised throughout the different stages of crisis management involving mitigation, preparedness, response and recovery. For example, Schroeder and Pennington-Gray (2015) studied the effect of social media in crisis communications. Travellers may possibly refer to feedback from social media in search of related information when a crisis occurs. Instead of discussing crisis impacts on tourism sectors in Hong Kong, researchers attempted to focus on the crisis communication through social media which affects social media users' subsequent attitude ( Luo & Zhai, 2017 ). Social media can also be used in the revision stage to develop resilience and adaptability. Moreover, social media has employed in fundraising events and in creating emotional support after crisis ( Coombs, 2019 ).

4.3. Political disturbances theme

The past decade witnessed a few examples of political disturbances or social movements ( Monterrubio, 2017 ). In Thailand, Cohen (2010) examined the sources of airport occupation. The occupation was a social movement opposed to the Thailand government. The movement changed the safety destination perception of Thailand and affected the tourism industry in the long term ( Cohen, 2010 ). In Hong Kong, the ‘yellow vest’ movement occurred on November 17, 2008. Protesters decided to continue to protest every Saturday. That situation might generate an unsafe image for incoming tourists ( Derr, 2020 ). A political event called Occupy Central in 2014 and 2015 in Hong Kong also requested for the election of a Chief executive. ‘Central’ is a place in Hong Kong that encompasses many important business and government offices. Another social movement involved Hong Kong's anti-extradition law amendment bill in 2019. These occurrences strongly impact the peaceful image of Hong Kong.

4.4. Terrorism theme

Unquestionably, the hospitality and tourism industry is vulnerable to terrorism. Tourists might possibly switch to other travel destinations because of perceived terrorist threats to their intended destination ( Sönmez et al., 1999 ; Walters et al., 2019 ). Terrorism has become a popular theme of research since 2001, when the terrorist attack of historic significance occurred on 11 September in the U.S. ( Evans & Elphick, 2005 ; O'Connor et al., 2008 ; Taylor, 2006 ; Yu et al., 2005 ). |Another example involves the targeting of Bali tourists by Al Qaeda in 2002 ( Xu & Grunewald, 2009 ).

Some terrorism-related studies from past decade focused on the hotel industry. One research indicated that terrorism affects the brand image of a local hotel if an attack from terrorists occurs on the destination. Thus, protecting the brand equity is an effective strategy ( Balakrishnan, 2011 ). Another paper compared the impacts of 9/11 on hotel room demand to those during the financial crisis of 2008 ( Kubickova et al., 2019 ). Stahura et al. (2012) emphasised that crisis management planning is essential when the industry confronts potential crisis from terrorist attacks.

5. Research opportunities

Following a systematic analysis of traditional research focuses over the 36 years and emerging research themes over the last decade, a new conceptual framework was presented in Fig. 4 to highlight the proposed future research directions of crisis management in the hospitality and tourism industry. Further research areas were identified using a TCM (Theory-Context-Method) model ( Paul et al., 2017 ) presented in three layers.

Conceptual framework for future research of crisis management in hospitality and tourism industry.

The outer layer related to the crisis management at the theory level. Traditional research foci at the theoretical level appear to include crisis management/with multiple topics, crisis impact, crisis recovery, risk management/with multiple topics and risk perception and disaster management. Unfortunately, little attention has been paid to crisis management education and training, a feature which was rather regarded as the most effective method of crisis management in the long run for the tourism industry ( Henderson, 1999a ). The literature review also entailed relatively less academic attention to crisis prevention and preparedness, risk assessment and risk communication. In the second inner layer, proposed contexts of crisis management research were presented. The health-related crisis events including COVID-19, data privacy, digital media, political-related crisis events as well as other less explored contexts are suggested for the future research of crisis management in the hospitality and tourism industry. It should be noted further that the health-related, data privacy and political-related crisis events are also related to the digital media area. This situation indicates that the transmission of crisis information is rather faster than ever before through digital media, so that management of various crises should be examined in this era of digital media. Meanwhile, the less explored industry sectors and contexts should be studied. The core and the inner layer suggest adopting new analytical research methods for designing various research and analysing related data. The following will detail the proposed future research areas and identify specific research questions for the benefit of future researchers ( Table 8 ).

100 specific future research questions in the ten future areas.

5.1. Theory development

Fink (1986) 's four stage model is influential in crisis management studies. His four-stage model was applied in diseases (1) prodromal, hints of potential crisis; (2) breakout; (3) chronic, the effect of crisis persists; (4) resolution, some clear signals the crisis is no longer a concern ( Fink, 1986 ). The other influential model is from Mitroff (1994) . His five stages model turns Fink's descriptive model to prescriptive approach. Crisis management efforts was divided into five phases: signal detection, prevention, damage containment, recovery and organisational learning ( Mitroff, 1994 ). Faulkner (2001) made a good comparison of the models. In fact, previous research have also indicated the cycling loop of crisis management ( Xu & Grunewald, 2009 ). For instance, Pursiainen (2018) explicitly explained the crisis management circle with some suggested procedural steps (prevention, preparedness, response, recovery, learning, risk assessment). This further provides the solid theoretical foundation for Fig. 4 that the proposed future research areas at theoretical level stay at different cycling stages in crisis management: from crisis prevention and preparedness to risk communication to crisis management education & training, and then to risk assessment, which has been also considered to pave the way for the next round of crisis prevention and preparedness.

5.1.1. Crisis prevention and preparedness

Papers on crisis preparedness (9 papers) and crisis prevention (7 papers) are notable fewer. In fact, preventing the crisis from happening is the best crisis management strategy. Crisis preparedness takes up most of a crisis manager's time ( Coombs, 2019 ; Pforr & Hosie, 2008 ). The recovery and experiences of crisis handling of one time can be translated into the crisis preparedness and precaution measures for the potential next time. The awareness and recognition of possible crises by managers and staff can be strategically important throughout the learning process and crisis management cycle ( Xu & Grunewald, 2009 ).

5.1.2. Risk communication

Compared to the risk management (68 papers) and risk perception (41 papers) categories, prior literature records only one paper ( Heimtun & Lovelock, 2017 ) which focused on ‘risk communications.’ Risk communication is indeed important in the hospitality and tourism industry. An uncertainty always exists because of the weather or some other uncontrollable factors. Risk communication is important when they promote tourism products to prospective customers ( Heimtun & Lovelock, 2017 ). It also relates to legal issues. For example, travel companies and tour organisers should explicitly explain to potential tourists the types of risks involved and tourists (risk bearers) could also express their concerns and fears about the risks in the process of their decision making. The outcomes of risk communication are expected to enhance customers' risk awareness and help them take personal proactive actions. The appropriate overestimation of risk can be also effective for helping consumers make decisions while avoiding possible legal risks ( Coombs & Holladay, 2010 ).

5.1.3. Crisis management education and training

Special attention should also be given to crisis management education and training in hospitality and tourism-related programmes. In the ever-increasingly diversified and changing market, hospitality and tourism companies have an urgent need of specialists and professionals in crisis management for their sustainable and healthy business development. Graduates equipped with relevant knowledge and working experiences will be highly needed by the industry. The presence of an experienced leader and crisis team consisting of qualified staff can be strategically significant in the different stages of crisis management in the tourism industry ( Ritchie, 2004 ). Surprisingly, scare research exists in this regard.

In this study, the US, Australia and the UK were well represented in terms of the leading authors of crisis management studies in the hospitality and tourism industry. Academic platforms may favour more interested researchers in this area who originate from other places. The cross-cultural approach is also strongly recommended for systematic comparisons of the findings generated from different cultural backgrounds. Future research could be extended to more developing countries, such as China and Vietnam, to compare their crisis prevention measures.

5.1.4. Risk assessment

Less than 10 papers focused on risk assessment, a figure which could suggest a future research direction. Undeniably, hospitality and tourism companies may be interested in identifying the possible risks according to their frequency, scale and level of loss, and assess their influences for developing effective risk management strategies ( Tsai & Chen, 2010 ). Roe et al. (2014) summarised many methodological approaches that are currently adopted to assess and manage the various risks, particularly environmental ones. They exemplified with the Environmental Impact Assessment, Environmental Audit and Ecological Footprint with support of Delphi Technique. In fact, tourists can also learn from the risk assessment results to manage their holiday travel plans and decide insurance purchase ( Olya & Alipour, 2015 ). However, as each assessment methodology has its own merits as well as limitations, methodological innovations and comprehensive assessment models are expected for future research, particularly in the hospitality and tourism context owing to the lack of research output in this regard ( Tsai & Chen, 2010 ).

5.2. Context

5.2.1. covid-19 (coronavirus disease 2019).

COVID-19 has threatened the lives and health of people globally and seriously disrupts the traffic flow of people worldwide. Hotels, travel agencies, airlines and all sorts of related industries face a serious challenge in 2020 ( Gössling et al., 2020 ; Qiu et al., 2020a , b ). In fact, the world may see a co-occurrence of various health risks and diseases in future. With lessons derived from COVID-19, health-related crisis management could be a universal issue.

The COVID-19 pandemic may not be over in year 2021 although different vaccines are available. Tourism and hospitality industry will still be seriously affected. Firstly, the impacts on the industry have already been estimated for the year 2020.70% of hotel employees have been laid off and 4.6 million supporting jobs was lost in United States ( American Hospitality and Lodging Association, 2020 ). The forecasted impacts for the year 2021 are still in progress and not yet available. Secondly, there could be new models for people travelling for leisure or business after the pandemic. Thirdly, new business model may evolve for the hotel, airlines, catering, or even the sharing business ( Farmaki et al., 2020 ).

5.2.2. Data privacy in hospitality and tourism

Today, most organisations are using information technology as a main or supplementary tool for their business operations and management. Extensive organisational/customer sensitive information is stored and/or processed in digital format, particularly when using social media for communications. Loss of confidential information would be disastrous for a company. Note that any inappropriate processing of such sensitive and personal information may cause great damage to organisational reputation with the expected decline of customer trust and loyalty ( Watson & Rodrigues, 2018 ). This fact was highlighted with no exception in the hospitality and tourism industry ( Chen & Jai, 2019 ). Unfortunately, very few papers have addressed this issue. Chen and Jai (2019) explored a research agenda to examine the relationship between data breach or privacy issues and customer relationship building and loyalty. They also suggested checking the different levels of privacy concerns by customers and their impacts.

5.2.3. Political-related crisis events

Many political-related crisis events also have impacts on hospitality and tourism industry. For example, in a historical sense, the US-Iran conflict has long influences over the development of Iran's tourism industry ( Estrada et al., 2020 ; Khodadadi, 2018 ). Recently, the Hong Kong extradition bill controversy (2019–2020) also shook Hong Kong's society and the tourism industry in particular ( Lee, 2020 ). More researchers are expected to express interest on these cases to discuss different research questions. These cases are related to risk and crisis management for destination marketers and various stakeholders. However, the natures of these circumstances vary, a situation which could possibly generate dissimilar research findings and shed light in the crisis management field. Future researchers could investigate the effects of crisis types on crisis management with case studies of new crisis events ( Coombs, 2019 ).

5.2.4. Digital media theme

Digital media plays a major role in future. People may like to use social media more often to express and share their views. However, a crisis may occur for the companies that fail to adequately manage the social communications of their products and brands. For example, customers may complain on social media. How the complaint is transmitted through the Internet and the responses from the organisation are rather practical topics for researchers. Ryschka et al. (2016) is one of the few to explore how a company's response to a crisis raised on social media affects its reputation. Their results showed that the speed of response is important as well as the brand familiarity and cultural values. Unfortunately, their research context (cruise industry) has its special nature and may not be applicable to other industry sectors or businesses at large. Sigala (2012) indicated that future studies could analyse role of social media in crisis communications and its impacts on organisation image. The factors that contribute to the motivations and barriers of using social media by companies can also be studied accordingly ( Sigala, 2012 ). Luo and Zhai (2017) highlighted the need for further research about cyber nationalism and bilateral relationships concerning the tourism boycott and destination crisis.

5.2.5. Other less explored contexts

Most of the reviewed crisis management studies focused on hotels as a sector of the hospitality and tourism industry. Studies should be more diversified across other sectors of the industry. Certain hospitality and tourism industry sectors are under-explored, including airlines, travel agencies, restaurants, the conference sector, ocean cruising, theme parks and wellness spas. For instance, any destination and tourism crisis may affect tour operators and travel agencies which play an important role in tourism flows ( Cavlek, 2002 ). Emphasis on tour operators is suggested for their strategic importance towards destination recovery in the post-crisis period ( Cavlek, 2002 ). The airline industry is also very sensitive to economic downturns and global crises ( Hatty & Hollmeier, 2003 ). Accordingly, the companies involved in that industry may be unable to adjust immediately when facing declining demands in the market. Sangpikul and Kim (2009) identified different factors of barriers affecting the convention and meeting industry. For example, they revealed political unrest as the source of crisis for the MICE (Meeting, Incentive, Conventions and Exhibitions) industry. However, few studies have investigated this sector.

Previous crisis management research relied on traditional methodologies including case studies, content analysis, descriptive analysis and regression analysis ( Table 5 ). Researchers could consider analysing images and/or pictures of the crisis event. Case study in crisis research usually involves with very small sample size. Two diseases cases (SARS and H1N1) were covered in a crisis management study ( Fung et al., 2020 ). Generalization of a case study usually is a difficult task for researcher. Thus, case study sometimes was conducted by way of an exploratory study; or simply used to test a pre-established theory. Besides, case study would also be used to demonstrate a good crisis management practice and propose a relationship or association among variables ( Eisenbhardt, 1989 ). As a whole, case study is a perfect choice to explain and answer the questions on “how” and “why”.

Researchers can consider qualitative comparative analysis. In literature, less than one percentage of crisis management articles used qualitative comparative analysis (see Table 5 ). Most of the focal researches examined relationships among variables in a linear manner using regression analysis and ignored the complexities that might possibly exist across the variables. Even in the case of low level of multi-collinearity, one variable might depend on the other explanatory variable ( Woodside, 2013 ). Often, the impacts on tourism due to crisis might not work in a linear relationship. The qualitative comparative analysis can be a suitable analysis method ( Papatheodorou & Pappas, 2017 ).

5.9 percent or thirty of crisis management papers adopted structural equation modelling as their main analysis method ( Table 5 ). Partial Least Squares structural equation modelling (PLS-SEM) has not been used extensively in particular hospitality and tourism research but rather preferred in marketing and management studies in general ( Ali et al., 2018 ). Conceptually, PLS has some advantages including smaller sample size and less restricted data normality requirement. For example, with 5% significant level, minimum R-square 10% and number of arrows pointing at a construct is five, 150 samples is sufficient ( Hair et al., 2019 ). This fits the current research situation under pandemic concerns that achieving big sample size may not be an easy task. Moreover, models in risk perception sometimes evolve more than one dependent variable and some other mediating or moderating variables, such as perceived security, perceived risk, destination image or willingness to visit ( Zenker et al., 2019 ). Complex predicting model could be handled by PLS easily.

Conjoint analysis is sometimes used in hospitality research. For example, it could explain how tourists choose a particular hotel. It depends on a lot of considerations at the same time. Costs, time, word-of-mouth, activities, past experience and so on are possible reasons ( Suess & Mody, 2017 ). Only a subset of combinations needs to be tested in the field in order to get the answer. In crisis management research, crisis response can be one of the possible topics using this method. For example, one has to take into account different factors before formally making an apology for a customer complaint. Possible factors can include seriousness of crisis, crisis history, and responsibility of company ( Coombs, 2019 ).

6.1. Specific future research questions

Based on the above analysis, ten key future areas were identified. This study took a step further to prepare a total of 100 specific research questions ( Table 8 ) that warrant greater attention in the future. Research findings in these areas were also reported (first column of Table 8 ). Future researchers of crisis management in hospitality and tourism industry can take the specific questions as a direct reference to prepare their projects. Among these specific questions, some questions were reported as unanswered in the existing literature in these areas (second column of Table 8 ), thus being worthy of future research. Other specific questions (last column of Table 8 ) were generated from analyses in this study, after a critical review of literature.

7. Conclusions

This study systematically reviewed crisis management literature in the hospitality and tourism industry from 1985 to 2020, spanning 36 years; and found that only few articles were produced during earlier period. A sharp increase of related research interests emerged thereafter. This work analysed various major academic journals and presented the trends of their collection of crisis management studies; and discussed the study locations and authorship. Moreover, a systematic summary of the crisis types and the different industry sectors within the hospitality and tourism industry can be found this study.

Under the area of crisis management in the hospitality and tourism industry, traditional research foci were found to comprise crisis management and risk management/with multiple topics, disaster management, crisis impacts and recovery, and risk perception. This study summarised further that the main emerging themes over the last decade have revolved around health-related crisis including COVID-19, social media crisis, political disturbance crisis and terrorism crisis. The research cases and environments covered different industry sectors.

Crisis management research will likely be conducted continually with scholarly passion in the near future. A three-layer TCM (theory-context-method) framework for further research of crisis management in the hospitality and tourism is proposed. Ten directions are suggested for future research agenda: 1) crisis prevention and preparedness, 2) risk communication, 3) crisis management education and training, 4) risk assessment, 5) COVID-19 and other health-related crisis events, 6) data privacy in hospitality and tourism, 7) political-related crisis events, 8) digital media theme, 9) other less explored research contexts, and 10) adopting newer analytical methods and approaches. A summary of important works up to date and the suggested 100 specific research questions were also presented for future research purpose.

This study has its natural limitations, the papers collected were published within a specific time period (1985–2020). Using more keywords in literature search can found more papers in this field. Exploring this topic further at different academic platforms, particularly for those in languages other than English, can for sure generated more search results. Investigation of crisis management with a regional focus is also suggested for analysing the research outputs recorded in the local and regional languages.

Author statement

Wut, T. M.: Conceptualization; Data curation; formal analysis; funding acquisition; investigation; Methodology; original draft, Xu, B.: Funding acquisition; review and editing, Wong, S.: Project Administration; resources; supervision.

Declaration of competing interest

We declare that there is no potential conflict of interest

Biographies

Wut, Tai Ming; Dr Wut is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University, where he teaches courses in risk management, crisis management and corporate social responsibility. His interdisciplinary research interests cover engineering management, corporate social responsibility and engineers' role in society. He has published papers in international journals such as International Journal of Consumer Studies and Young Consumers. He has also presented his papers in international academic conferences.

Xu, Bill; Dr Bill Xu is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University. With respect to research, he has published academic articles and book reviews in international journals like the Journal of China Tourism Research, the Asian Pacific Journal of Tourism Research, the International Journal of Contemporary Hospitality Management, Tourism Management, etc. He also presented papers in international academic conferences. His teaching and research interests include consumer behaviour and consumption experience (in tourism and hospitality management), tourism psychology and sociology, tour operations and wholesaling, China tourism and hotel businesses, hospitality management in China, and quality service management.

Wong, Helen Shun-mun; Dr Helen Wong obtained her Bachelor of Arts (First Class Hons) from The Hong Kong Polytechnic University, Master of Science from the University of London, and Doctor of Business Administration from the University of South Australia. She is also a fellow member of ACCA, an associate member of HKICPA, and CGA. Dr Wong has a diversified business background and several years' accounting and finance experience in Hong Kong and Canada. Prior to joining HKCC, she had worked for various well-known organisations, such as PricewaterhouseCoopers, Hong Kong Stock Exchange, and the University of Toronto.

Appendix B Supplementary data to this article can be found online at https://doi.org/10.1016/j.tourman.2021.104307 .

Appendix A. 

Location of first author (N = 512) (Extended version of Table 1 )

(Source: authors)

Impact statement

Crises events and crisis management often become research topics for hospitality and tourism researchers. However, review papers in this field are lacking. An updated systematic literature review of crisis management research in hospitality and tourism industry is highly needed for the time being, to show what has progressed in recent decades and what would possibly progress in the near future. Under the outbreak of COVID-19, more hospitality and tourism researchers are expected to develop their research interests in crisis management field in the near future. Our paper fills in the research gap to summarise and discuss the traditionally dominated crisis management research themes and the emerging themes over the last decade from 2010. Meanwhile, it also sheds lights in providing clear and detailed advice to future researchers through eliciting what kind of crisis management research areas and specific research questions can be considered.

Appendix B. Supplementary data

The following is the Supplementary data to this article:

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Tourism sector rolls out road map to boost visitor numbers to pre-pandemic levels

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The tourism industry hasrolled out a road map it hopes will bring more visitors to Canada after the bruising it took during the COVID-19 pandemic.

At the country’s largest annual tourism convention being held in Edmonton, Destination Canada and the federal government unveiled a plan Thursday that aims to extend the travel season, increase the length of stays and attract more locals, foreigners and business people to a broader range of sites.

A warming planet means wildfires are warding off visitors and milder winters are wreaking havoc on ski resorts. But the hotter weather has also opened a way to draw travellers in the spring and fall that could fill hotels and tour buses into the shoulder seasons, Destination Canada CEO Marsha Walden said.

“We would love to retain our workforce longer into the season. And normally the product doesn't need to be hugely adapted to take in a new season like fall and approaching into winter,” Walden said in an interview.

“We really need to lean heavily on expanding further into the shoulders.”

Building out attractions into year-round vacation spots is also an option, with resorts from Quebec's Mont Tremblant to Ontario's Blue Mountain showcasing how summer activities can lure visitors beyond the traditional ski crowd.

"When you think Whistler, what do you think — you think skiing, right? But Whistler in the summer, it's also pretty amazing," said Tourism Minister Soraya Martinez Ferrada in an interview.

Meanwhile, more drawn-out getaways would amount to millions more in the coffers of hospitality companies.

“Having people stay longer — having people spend more money — is just good for tourism for us in Canada,” she said. Marketing campaigns that focus on “getting travellers to say, ‘If you’re going to come, you’d better stay a couple days more, because Canada is big,’” comprise part of the plan.

The federal strategy also looks to promote a broader range of destinations, from Indigenous-owned projects to ecotourism spots off the beaten path.

Business trips continue to lag behind the return of leisure travel, a post-pandemic hangover the plan aims to address as well.

By 2030, the goal is to boost Canada’s spot in a World Economic Forum ranking on tourism development after the country slipped out of the top 10 for the first time in 2022.

Tourism has come roaring back from pandemic lows, but operators say the sector has yet to reach pre-COVID levels and debt remains a hefty burden for thousands of small businesses across the country.

International visitor numbers last year sat below figures from four years earlier, with tourists from the U.S. at 85 per cent of 2019 levels and those from further afield at 78 per cent, according to Destination Canada. However, nearly four out of every five dollars generated from tourism comes from a Canadian, Walden said.

The industry brought in more than $109 billion in revenue in 2023, about four per cent more than in 2019 but significantly less in real terms after accounting for inflation, according to the Tourism Industry Association of Canada.

Beth Potter, who heads the association, has called on the federal government to create a new low-interest loan program and temporary foreign worker stream, both specific to the tourism industry. 

She said she has seen no signs of movement on those fronts in Ottawa.

Beating back Canada's growing reputation as a country ablaze marks yet another challenge.

"People thought the whole country was on fire," Martinez Ferrada said of last summer's wildfire evacuations. "We made the New York Times front page." 

The minister highlighted a marketing campaign by British Columbia in the fall that made an "urgent appeal" to residents there and in Alberta and Washington to explore areas recently affected by wildfires.

Even a month of lost revenue can be "devastating," added Walden.

The sector's recovery continues to trail that of the broader business world. 

The number of active tourism-linked businesses sat slightly below pre-pandemic levels as of December, while the number of businesses overall surpassed 2019 figures, data from Destination Canada showed.

Across all sectors, two in three small- and medium-sized enterprises still held pandemic debt at the end of last year, with an average of $107,700, according to a Canadian Federation of Independent Business survey of 3,148 members. Out of 14 sectors surveyed, operators in hospitality and transportation were among the most pessimistic about the coming year. Only retail scored worse.

This report by The Canadian Press was first published May 16, 2024.

Christopher Reynolds, The Canadian Press

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First Published: May 17 2024 | 2:52 PM IST

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