Abstract
Tourism is highly vulnerable to internal and external shocks as diverse as economic downturns, natural disasters, epidemic diseases, terror attacks and political conflicts. Therefore, there is a need for recommendations on measures that can be taken by the destinations before (risk management), during (response) and after (recovery) the crises. Hence, the aim of this chapter is to identify strategies destinations use to cope with and minimize negative effects of crises, how to manage risks and explore effectiveness of crises management tools for destinations based on Turkey as a case study. Understanding key measures that can be taken by destinations before, during and after crises might result in a more efficient design of crises response systems, strategies and their implementation.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Aksu, A., Uçar, Ö., & Kılıçarslan, D. (2017). Golf tourism: A research profile and security perceptions in Belek, Antalya, Turkey. International Journal of Business and Social Research, 6(12), 01–12.
Avci, U., Madanoglu, M., & Okumus, F. (2011). Strategic orientation and performance of tourism firms: Evidence from a developing country. Tourism Management, 32(1), 147–157.
Campo, S., Díaz, A. M., & Yagüe, M. J. (2014). Hotel innovation and performance in times of crisis. International Journal of Contemporary Hospitality Management, 26(8), 1292–1311.
Cankurtaran, B. S., & Cetin, G. (2016). Ideology, foreign policy and tourism: The case of Turkey-Middle East relations. International Journal of Turcologia, 11(21), 45–64.
Cetin, G., Alrawadieh, Z., Dincer, M. Z., Istanbullu Dincer, F., & Ioannides, D. (2017). Willingness to pay for tourist tax in destinations: Empirical evidence from Istanbul. Economies, 5(2), 21.
Coombs, T. W. (2006). The protective powers of crisis response strategies. Journal of Promotion Management, 12(3–4), 241–260.
Crotts, J. C. (1996). Theoretical perspectives on tourist criminal victimisation. Journal of Tourism Studies, 7(1), 2–9.
Dogru, T., Sirakaya-Turk, E., & Crouch, G. I. (2017). Remodeling international tourism demand: Old theory and new evidence. Tourism Management, 60, 47–55.
Dwyer, L., & Kim, C. (2003). Destination competitiveness: Determinants and indicators. Current Issues in Tourism, 6(5), 369–414.
Evans, N., & Elphick, S. (2005). Models of crisis management: An evaluation of their value for strategic planning in the International Travel Industry. International Journal of Tourism Research, 7, 135–150.
Faulkner, B. (2001). Towards a framework for tourism disaster management. Tourism Management, 22(2), 135–147.
Issa, I. A., & Altinay, L. (2006). Impacts of political instability on tourism planning and development: The case of Lebanon. Tourism Economics, 12(3), 361–381.
ITB. (2015). ITB world travel trends report. Berlin: Messe Berlin.
Kim, H., Schroeder, A., & Pennington-Gray, L. (2016). Does culture influence risk perceptions? Tourism Review International, 20(1), 11–28.
Kozak, M., Crotts, J. C., & Law, R. (2007). The impact of the perception of risk on international travellers. International Journal of Tourism Research, 9(4), 233–242.
Marra, F. (1998). Crisis communication plan: Poor predictors of excellent crisis public relations. Public Relations Review, 24(4), 461–474.
Paraskevas, A., Altinay, L., McLean, J., & Cooper, C. (2013). Crisis knowledge in tourism: Types, flows and governance. Annals of Tourism Research, 41, 130–152.
Parsons, W. (1996). Crisis management. Career Development International, 1(5), 26–28.
PATA. (2011). Bounce back – Tourism risk, crisis and recovery management guide. Bangkok: Pacific Asia Travel Association.
Preble, J. F. (1997). Integrating the crisis management perspective into the strategic management process. Journal of Management Studies, 34(5), 770–791.
Resort. (2017). Son iki yılda bazı ülkelerde meydana gelen terör olayları. Resort Tourism and Travel Journal, 169, 8.
Ritchie, W. B. (2004). Chaos, crises and disasters: A strategic approach to crisis management in the tourism industry. Tourism Management, 25, 669–683.
Santana, G. (2004). Crisis management and tourism. Journal of Travel & Tourism Marketing, 15(4), 299–321.
Sausmarez, N. (2007). Crisis management, tourism and sustainability: The role of Indicators. Journal of Sustainable Tourism, 15(6), 700–714.
Scott, N., Laws, E., & Prideaux, B. (2007). Tourism crises and marketing recovery strategies. Journal of Travel & Tourism Marketing, 23(2/3/4), 1–13.
Sonmez, S. F., Apostolopoulos, Y., & Tarlow, P. (1999). Tourism in crisis: Managing the effects of terrorism. Journal of Travel Research, 38, 13–18.
UNWTO. (2016). World tourism organization tourism highlights, 3.
WTTC. (2015). Economic impact analysis. Accessed July 2, 2017, from http://www.wttc.org/research/economic-research/economic-impact-analysis/
Yarcan, S. (2007). Coping with continuous crises: The case of Turkish inbound tourism. Middle Eastern Studies, 43(5), 779–794.
Zech, M. N. (2016). Crisis management within the hotel industry – A stakeholder relationship management approach. University of Latvia Faculty of Economics and Management, Unpublished Ph.D. thesis.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Kirant Yozcu, O., Cetin, G. (2019). A Strategic Approach to Managing Risk and Crisis at Tourist Destinations. In: Kozak, N., Kozak, M. (eds) Tourist Destination Management. Tourism, Hospitality & Event Management. Springer, Cham. https://doi.org/10.1007/978-3-030-16981-7_16
Download citation
DOI: https://doi.org/10.1007/978-3-030-16981-7_16
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-16980-0
Online ISBN: 978-3-030-16981-7
eBook Packages: Business and ManagementBusiness and Management (R0)