Hospitality managers in turbulent times: the COVID-19 crisis
Journal
International Journal of Contemporary Hospitality Management
Date Issued
January 18, 2021
DOI
10.1108/IJCHM-07-2020-0741
Abstract
Purpose – This study aims to explore the role General Managers (GMs) play in mitigating the effects of the
unprecedented COVID-19 pandemic.
Design/methodology/approach – Qualitative structured interviews conducted online with 50
hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s
operational norms and the role of managers in both managing the crisis and planning contingencies for
recovery.
Findings – The findings enhance the conceptual capital in this emerging field and provide insights on how
GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency
planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional
areas and some GMs’ suggestions for the future of luxury hospitality.
Research limitations/implications – This study generates empirical data that inform contemporary
debates about crisis management and resilience in hospitality organizations at a micro-level operational
perspective.
Practical implications – Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are
vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role
and abilities enable themto adapt rapidly to external changes on their business environment.
Originality/value – This study is unique in terms of scale and depth, as it provides useful insights
regarding theGM’s role during an unprecedented crisis such as COVID-19.
unprecedented COVID-19 pandemic.
Design/methodology/approach – Qualitative structured interviews conducted online with 50
hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s
operational norms and the role of managers in both managing the crisis and planning contingencies for
recovery.
Findings – The findings enhance the conceptual capital in this emerging field and provide insights on how
GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency
planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional
areas and some GMs’ suggestions for the future of luxury hospitality.
Research limitations/implications – This study generates empirical data that inform contemporary
debates about crisis management and resilience in hospitality organizations at a micro-level operational
perspective.
Practical implications – Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are
vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role
and abilities enable themto adapt rapidly to external changes on their business environment.
Originality/value – This study is unique in terms of scale and depth, as it provides useful insights
regarding theGM’s role during an unprecedented crisis such as COVID-19.