Special Issue "Sustainability vs Uncontrollability: COVID-19 and Crisis Impact on the Hospitality and Tourism Community"

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: 31 January 2021.

Special Issue Editors

Dr. Myong Jae Lee
Website
Guest Editor
The Collins College of Hospitality Management, California State Polytechnic University Pomona (Cal Poly Pomona), Pomona, CA 91768, USA
Interests: consumer behavior; service marketing; MICE
Dr. Saehya Ann
Website
Guest Editor
Department of Hospitality, Recreation and Tourism, California State University, East Bay, Hayward, CA 94568, USA
Interests: human resources management; generational study; service marketing

Special Issue Information

Dear Colleagues,

As we all know, the fast-moving and unexplained COVID-19 pandemic is disrupting the hospitality and tourism industry. This current crisis will irrevocably change our industry, academic engagement, and customer behaviors. The industry is often forced to weather situations beyond its control, such as natural disasters, weather changes, global warming, and novel viruses such as SARS-CoV (emerged and spread in 2002 and 2003), MERS-CoV (became epidemic in 2015), norovirus (first identified in 1968), and COVID-19 (began proliferating in 2019).

Historically, when confronted with uncontrollable circumstances, such as pandemics or natural disasters, industry and academia are both pushed to respond drastically; each will alter the course of daily life, innovate new practices, and quickly respond to shifts in culture. These immediate responses cause drastic fluctuations within the industry and academia and are, ultimately, unsustainable. The journal Sustainability invites submissions regarding this topic for a Special Issue entitled “Sustainability vs. Uncontrollability: COVID-19 and Crisis Impact on the Hospitality and Tourism Community”, for which more information follows.

Hospitality and tourism organizations across the industry are struggling; sustainability is especially hard during a crisis. Permanent and temporary layoffs are inevitable for the survival of many global hospitality and tourism organizations. COVID-19 outbreaks limit traveler mobility and hotels observe a drop in occupancy rates and revenue per available room (RevPar) as travelers stay at home. The airline industry is equally impacted, with worldwide airline companies seeing a staggering 100% decline in net bookings. It is clear that uncontrollable factors and events in the world adversely affect the hospitality and tourism industry and its performance, and these are only few examples from the industry’s chaotic situation.

Customers are also frustrated and frightened by the changed policies and the “new normal,” so they have developed a new consumer behavior to which the industry must adapt. The key to success for all hospitality and tourism organizations is to identify early indicators of these consumer actions and provide proper service based on the current customer behaviors.

College students are also highly affected by the COVID-19 epidemic. The shelter in place order was declared in several states, and schools are closed until further notice. Usually, breaks and vacations are a time of rejoice for students, but this unbounded and forced break make their learning experience unsustainable, unenjoyable, and chaotic. The closure of universities and additional services to students, including advising, housing, testing, health and wellness facilities and services result in financial aid, accessibility services, and business office operations being available virtually, though somewhat limited. The student learning environment has rapidly changed from in-person courses to distance learning. In addition to these changes, many students are going through financial hardships due to the effect of the COVID-19 outbreak. As this challenging time persists, some even face emotional and psychological issues.

Hospitality and tourism educators need to make necessary changes to their methods, teaching modes, and strategies both during and after a crisis. Ideally, a teacher should be provided with the necessary resources that are helpful for the altered educational conditions in a timely manner.  Despite all these changes, teachers’ emotions (such as frustration and fear) should not affect students’ behaviors and performances, regardless of their role as equal sufferers in the pandemic. Thus, educators should be provided with equal fiscal and mental health resources. 

It is essential to examine if the hospitality and tourism industry and academia have responded properly to overcome these challenges sustainably. If yes, then what are the strategies and solutions now being developed and adjusted to prepare the hospitality and tourism community, including businesses, employees, customers, students, and faculty, to sustainably survive before, during, and after a crisis? If not, then it is never too late to scrutinize how the hospitality and tourism community can sustainably respond to a crisis, but not be vulnerable to attacks from uncontrollable factors and events.

In line with this, Sustainability invites submissions in the form of case studies, literature reviews, research articles, research notes, and viewpoints for a Special Issue on “Sustainability vs. Uncontrollability: COVID-19 and Crisis Impact on the Hospitality and Tourism Community.” The goal of this Special Issue is to compile timely responses to the needs of the hospitality and tourism community during an uncontrollable crisis and point toward the eventual benefits and sustainability of fostering wellbeing within the community. 

This Special Issue calls for papers in the areas listed below, but not limited to:

  • Sustainable operation and management strategies and development
  • Cases of overcoming a crisis in the hospitality and tourism industry
  • Crisis management
  • Risk management
  • Sustainable corporate level policies and responses
  • Sustainable cost and expenses management for crisis management
  • Long-term and sustainable implications for the hospitality and tourism industry
  • Sustainable action agenda/action guide
  • Development in sustainable incident management and scenario plans
  • Developing sustainable contingency plans
  • Sustainable new order system
  • Sustainable ways for global hospitality and tourism recovery post-COVID-19
  • Corporate social responsibility and sustainability
  • Responses to and strategies and practices for a crisis that support a sustainable student learning experience and a sustainable learning environment
  • Academia’s role in hospitality and tourism during the uncontrollable situation 
  • Sustainable human resources strategies for employees’ personal life and career security
  • Changes in hospitality and tourism customer behavior and the impact on the industry and sustainable management and operation
Dr. Myong Jae Lee
Dr. Saehya Ann
Guest Editors

References

  1. Frenzel, A. C., Goetz, T., Stephens, E. J., Jacob, B. (2009), Antecedents and effects of teachers’ emotional experiences: An integrated perspective and empirical test, In Advances in teacher emotion research, (pp. 129-151). Springer, Boston, MA.
  2. Hargreaves, A. (2001), Emotional geographies of teaching. Teachers College Record, 103, 1056–1080.
  3. How covid-19 is interrupting children’s education. The economist, Available online: 
  4. https://www.economist.com/international/2020/03/19/how-covid-19-is-interrupting-childrens-education (accessed on  23 March 2020).
  5. How higher education is reacting to the new coronavirus pandemic. INSIDE HIGHER ED, Available online: https://www.insidehighered.com/news/2020/03/23/live-updates-latest-news-coronavirus-and-higher-education (accessed on  23 March 2020).
  6. Key consumer behavior thresholds identified as the CORONAVIRUS outbreak evolves. INSIGHTS, Available online: https://www.nielsen.com/us/en/insights/article/2020/key-consumer-behavior-thresholds-identified-as-the-coronavirus-outbreak-evolves/ (accessed on  23 March 2020).

 

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1800 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Sustainable management and operation
  • Uncontrollability
  • Crisis management
  • Viral disease impact on the hospitality and tourism industry
  • Sustainable learning environment for students
  • Sustainable teaching environment for educators
  • Academia’s role in a crisis
  • Corporate role in a crisis
  • Hospitality and tourism community

Published Papers (2 papers)

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Research

Open AccessArticle
The Mechanism of Tourism Risk Perception in Severe Epidemic—The Antecedent Effect of Place Image Depicted in Anti-Epidemic Music Videos and the Moderating Effect of Visiting History
Sustainability 2020, 12(13), 5454; https://doi.org/10.3390/su12135454 - 06 Jul 2020
Abstract
Tourism risk perception is proven to have significant influence on tourists’ decision-making behaviors, however, the impact of the place image depicted in the cultural media of destinations on it needs to be further studied. The study explores the mechanism of potential tourists’ risk [...] Read more.
Tourism risk perception is proven to have significant influence on tourists’ decision-making behaviors, however, the impact of the place image depicted in the cultural media of destinations on it needs to be further studied. The study explores the mechanism of potential tourists’ risk perception in severe COVID-19 epidemics with the antecedent effects of the place image depicted in anti-epidemic music videos, and the impact of risk perception on potential tourists’ place attachment and travel intention, based on the risk perception theory. This study also explores the moderating effect of the visiting history on balancing risk perception, place attachment, and travel intention. With empirical research, the study result indicates that in severe epidemics: (1). The place image depicted in anti-epidemic music videos has a significant negative effect on tourism risk perception; tourism risk perception has a significant negative effect on potential tourists’ place attachment and travel intention; (2). The tourism risk perception mediates between the place image depicted in the music videos and potential tourists’ place attachment and travel intention; (3). Visiting history modulates the influence of tourism risk perception, potential tourists’ place attachment, and travel intention. This research would be helpful if it enriches the theoretical content of risk perception, expands the theoretical foundation of tourists’ decision making, promotes the application of music videos in tourism research, and proposes empirical risk management countermeasures of tourism destination. Full article
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Open AccessArticle
Impact of Geographic Distribution of COVID-19 Cases on Hotels’ Performances: Case of Polish Cities
Sustainability 2020, 12(11), 4697; https://doi.org/10.3390/su12114697 - 09 Jun 2020
Abstract
The main goal of the article is to describe the short-term impacts of reported new cases and deaths of the COVID-19 disease on hotels’ performances in the nine major Polish urban hotel markets: Kraków, Warszawa, Poznań, Wrocław, Gdańsk, Lublin, Łódź, Katowice, and Sopot. [...] Read more.
The main goal of the article is to describe the short-term impacts of reported new cases and deaths of the COVID-19 disease on hotels’ performances in the nine major Polish urban hotel markets: Kraków, Warszawa, Poznań, Wrocław, Gdańsk, Lublin, Łódź, Katowice, and Sopot. Time range of the analysis covers the period from January 5, 2020 (the beginning of the very first week when the COVID-19 cases were evidenced) to March 14, 2020 (the initial phase of lockdown was introduced by the Polish government). Various geographical contexts of the COVID-19 impacts are considered: national, European, and global. Generalized method of moments was applied to investigate the influence of reported COVID-19 cases (deaths) on both occupancy and revenue per available room. The results show that the most significant, negative impact of the pandemic on hotel performances is confirmed at the European level of the COVID-19 outbreak. Moreover, the negative influence of national cases of COVID-19 is more significant in less internationalized (or less-populated) urban destinations. Thus, the hotel industry (especially in the most internationalized, biggest Polish cities) might be recovered only when issues of the COVID-19 epidemic will be solved at the European level. Full article
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