Crisis Management Research (2014-2023) in the MICE Industry: A Review and Research Agenda
Abstract
The 21st century is seen as a volatile business environment and requires a proper crisis management standard for most organizations including the MICE sector. Nowadays, managers seek to deal with a potential crisis effectively, with minimum losses or to avert the potential crisis in the best case. The goal is obvious: minimize the impact of the crisis or avoid a potential crisis. This study aims to investigate relevant research domains in the MICE/business events industry context. This paper found that there was very limited study on the topic. The topic of crisis management in the MICE/business events industry only started to gain much attention after COVID-19. To understand how crisis management practices have been adopted in the industry, the authors reviewed 32 articles including 29 papers on COVID-19, spanning 10 years, between 2014 and 2023. The findings showed that the research focuses on crisis management, crisis impact, response, resilience, communication, and recovery. Looking back, health-related crises (including COVID-19), political disturbances and terrorism themes are the biggest trends. This study addressed the need for more study on the topic for advancing knowledge, addressing emerging challenges, and applying findings to improve practice and decision-making as well as to develop a newly conceptual framework that places operational resilience on an equal footing with financial resilience, with indicators adapted to the risk profile of the operating model.
Downloads
References
2. Haven-Tang, C., E. Jones, and C. Webb, Critical success factors for business tourism destinations: Exploiting Cardiff's national capital city status and shaping its business tourism offer. Journal of Travel & Tourism Marketing, 2007. 22(3-4): p. 109-120.
3. Kerr, G., K. Cliff, and S. Dolnicar, Harvesting the “business test trip”: Converting business travelers to holidaymakers. Journal of Travel & Tourism Marketing, 2012. 29(5): p. 405-415.
4. Sable, K. and S. Bhandalkar, Asia-Pacific MICE industry by event type and country: Opportunity analysis and industry forecast, 2018-2025. Allied Market Research, 2019.
5. Chan, J. and V. King, The coronavirus pandemic and tourism in Southeast Asia: Case material from Malaysia. Journal of, 2020: p. 389-411.
6. Neef, A. and J.H. Grayman, The Tourism–Disaster–Conflict Nexus. 2018: Emerald Publishing Limited.
7. Kaushal, V. and S. Srivastava, Hospitality and tourism industry amid COVID-19 pandemic: Perspectives on challenges and learnings from India. International journal of hospitality management, 2021. 92: p. 102707.
8. Rudolph, C.W., et al., Pandemics: Implications for research and practice in industrial and organizational psychology. Industrial and Organizational Psychology, 2021. 14(1-2): p. 1-35.
9. Wang, W.-T. and S. Belardo. Strategic integration: A knowledge management approach to crisis management. in Proceedings of the 38th Annual Hawaii International Conference on System Sciences. 2005. IEEE.
10. Al?Dabbagh, Z.S., The role of decision?maker in crisis management: A qualitative study using grounded theory (COVID?19 pandemic crisis as a model). Journal of Public Affairs, 2020. 20(4): p. e2186.
11. Bundy, J., et al., Crises and crisis management: Integration, interpretation, and research development. Journal of Management, 2017. 43(6): p. 1661-1692.
12. Pedersen, C.L., T. Ritter, and C.A. Di Benedetto, Managing through a crisis: Managerial implications for business-to-business firms. Industrial Marketing Management, 2020. 88: p. 314.
13. Coombs, W.T., Crisis management and communications. Institute for Public Relations, 2007. 4(5): p. 6.
14. Manyena, S.B., The concept of resilience revisited. Disasters, 2006. 30(4): p. 434-450.
15. Taleb, N., Antifragile: things that gain from disorder. iBook ePub version. New York, NY, US: Random House, 2012.
16. Davidson, R. and B. Cope, Business travel: Conferences, incentive travel, exhibitions, corporate hospitality and corporate travel. 2003: Pearson Education.
17. Rogerson, C.M., Unpacking business tourism mobilities in sub-Saharan Africa. Current Issues in Tourism, 2015. 18(1): p. 44-56.
18. Kapia, A., Crisis management in MICE industry: the case of Thessaloniki. 2021.
19. (UNWTO), W.T.O. UNWTO Annual Report 2011. 2012; Available from: https://www.eunwto.org/doi/pdf/10.18111/9789284415366
20. Vaší?ková, V., Crisis management process literature review and a conceptual integration. Acta Oeconomica Pragensia, 2019. 27(3-4): p. 61-77.
21. Qiu, R.T., et al., Social costs of tourism during the COVID-19 pandemic. Annals of tourism research, 2020. 84: p. 102994.
22. Wut, T.M., J.B. Xu, and S.-m. Wong, Crisis management research (1985–2020) in the hospitality and tourism industry: A review and research agenda. Tourism Management, 2021. 85: p. 104307.
23. Robert, B. and C. Lajtha, A new approach to crisis management. Journal of contingencies and crisis management, 2002. 10(4): p. 181-191.
24. King, G., Crisis management & team effectiveness: A closer examination. Journal of Business Ethics, 2002. 41: p. 235-249.
25. Kothai, T.A., ORGANISATIONAL CRISIS MANAGEMENT A STUDY BASED ON SELECTED ORGANISATIONS IN CHENNAI. 2002.
26. Markides, C., Disruptive innovation: In need of better theory. Journal of product innovation management, 2006. 23(1): p. 19-25.
27. Mair, J., B.W. Ritchie, and G. Walters, Towards a research agenda for post-disaster and post-crisis recovery strategies for tourist destinations: A narrative review. Current issues in tourism, 2016. 19(1): p. 1-26.
28. Aliperti, G., et al., Tourism, crisis, disaster: An interdisciplinary approach. Annals of Tourism Research, 2019. 79: p. 102808.
29. Ritchie, B.W. and Y. Jiang, A review of research on tourism risk, crisis and disaster management: Launching the annals of tourism research curated collection on tourism risk, crisis and disaster management. Annals of Tourism Research, 2019. 79: p. 102812.
30. Zhu, J., et al., Visualizing the landscape and evolution of leadership research. The Leadership Quarterly, 2019. 30(2): p. 215-232.
31. Bauwens, R., et al., New kids on the block? A bibliometric analysis of emerging COVID-19—trends in leadership research. Journal of Leadership & Organizational Studies, 2022. 29(2): p. 224-232.
32. Verma, S. and A. Gustafsson, Investigating the emerging COVID-19 research trends in the field of business and management: A bibliometric analysis approach. Journal of Business Research, 2020. 118: p. 253-261.
33. Bukar, U.A., et al., Crisis informatics in the context of social media crisis communication: Theoretical models, taxonomy, and open issues. IEEE Access, 2020. 8: p. 185842-185869.
34. Richardson, B., Socio?technical disasters: profile and prevalence. Disaster Prevention and Management: An International Journal, 1994. 3(4): p. 41-69.
35. Zanfardini, M., P. Aguirre, and L. Tamagni, The evolution of CSR’s research in tourism context: A review from 1992 to 2012. Anatolia, 2016. 27(1): p. 38-46.
36. Liberati, A., et al., The PRISMA statement for reporting systematic reviews and meta-analyses of studies that evaluate health care interventions: explanation and elaboration. Annals of Internal Medicine, 2009. 151(4): p. W-65-W-94.
37. Wut, T.M., B. Xu, and H.S.-M. Wong, A 15-year review of “corporate social responsibility practices” research in the hospitality and tourism industry. Journal of Quality Assurance in Hospitality & Tourism, 2022. 23(1): p. 240-274.
38. Eisenhardt, K.M., Building theories from case study research. Academy of Management Review, 1989. 14(4): p. 532-550.
39. Coombs, W.T., Ongoing crisis communication: Planning, managing, and responding. 2021: Sage publications.
40. Hashemi, H., R. Rajabi, and T.G. Brashear-Alejandro, COVID-19 research in management: An updated bibliometric analysis. Journal of Business Research, 2022. 149: p. 795-810.
Copyright (c) 2024 Dhiya Hikmahana Abdul Razak, Masrur Mohd Khir, Nur Atiqah Rochin Demong
This work is licensed under a Creative Commons Attribution 4.0 International License.
Author (s) should affirm that the material has not been published previously. It has not been submitted and it is not under consideration by any other journal. At the same time author (s) need to execute a publication permission agreement to assume the responsibility of the submitted content and any omissions and errors therein. After submission of revised paper in the light of suggestions of the reviewers, the editorial team edits and formats manuscripts to bring uniformity and standardization in published material.
This work will be licensed under Creative Commons Attribution 4.0 International (CC BY 4.0) and under condition of the license, users are free to read, copy, remix, transform, redistribute, download, print, search or link to the full texts of articles and even build upon their work as long as they credit the author for the original work. Moreover, as per journal policy author (s) hold and retain copyrights without any restrictions.