Organizational learning in tourism and hospitality crisis management

Contents\n1 Introduction\n2 Organizational learning in tourism crisis management: An experience from Malaysia\n3 Crisis knowledge in tourism: Types, flows, and governance\n4 COVID-19 impact on the human aspect of organizational culture and learning: The case of the Greek hospitality industry\n5 Learning from a cascading crisis: A framework for crisis learning stewardship\n6 An organizational learning model for crisis management in tourism and hospitality\n7 Foresight thinking and organizational learning: Scenario planning as a DMO crisis management tool\n8 Barriers to organizational learning: The case of Mexico and COVID-19\n9 Institutionalization of organizational learning frameworks in tourism crisis management\n10 Crisis and organizational learning: The hidden links between aviation and hospitality industry\n11 Crisis management and organizational learning: The case of Denizli’s hotels\n12 Revisiting tourism crisis management practice: Learning from COVID-19 in Spain\n13 Crisis communication and organizational learning: A case study of the 2010 New York city bed bug crisis\n14 Tourism supply chain knowledge management in the pandemic era\n15 Conclusion\nContributors\nIndex