hotel management research topics

230+ Innovative Hospitality Management Research Topics In 2023

Have you ever thought about what goes on behind the scenes to make your hotel stay or restaurant food so great? Hospitality management research is like the investigative work of detectives in the world of hospitality. It aims to find ways to enhance your experiences away from home and ensure that hotels and restaurants run smoothly.

In this blog, we delve into the importance of research in the hospitality industry. It’s the key to enhancing guest experiences, optimizing business operations, and promoting sustainable practices. It keeps businesses up-to-date with changing trends and helps attract and retain the best staff, all while exploring innovative solutions for the challenges faced by the industry.

We’ll also provide you with over 230 innovative research topics in hospitality management for 2023, catering to various fields of study, whether you’re a social sciences, economics, STEM, or law and ethics student. So, if you’re curious about the world of hospitality research, read on to uncover the secrets of guest satisfaction and the ever-evolving landscape of this dynamic industry.

What Is Hospitality Management Research?

Table of Contents

Hospitality management research is like detectives studying how hotels, restaurants, and other places where people stay and eat can do things better. Imagine someone trying to find ways to make your hotel stay more comfortable or your restaurant meal tastier. That’s what researchers in hospitality management do. They ask questions, gather information, and use special tools to solve problems and make the experience of staying and eating out more enjoyable for everyone. They also look at how to make these places run smoothly and help the people who work there do their jobs better.

This kind of research is important because it helps hotels and restaurants become better at what they do. It can lead to new ideas and improvements that make guests happy and also help the businesses make more money. So, hospitality management research is all about finding ways to make your time away from home more enjoyable, relaxing, and delicious.

Importance Of Research In Hospitality Management

Here are some importance of research in hospitality management:

1. Enhancing Guest Experiences

Research in hospitality management helps hotels and restaurants figure out what makes guests happy. It’s like finding the secret recipe for a big smile. By asking questions and studying what guests like and don’t like, they can make stays and meals more enjoyable and memorable.

2. Efficient and Well-Run Businesses

Just like a chef needs a recipe to cook a delicious meal, businesses in hospitality need the right recipe for success. Research helps them find the best ways to do things, like how to manage staff, plan menus, and set prices. This makes the hotel or restaurant run smoothly and make more money.

3. Sustainable and Eco-Friendly Practices

Researchers in hospitality also look at ways to be kind to the planet. They explore how to save energy, reduce waste, and use fewer resources. This not only helps the environment but also saves money for businesses in the long run.

4. Keeping Up with Changing Trends

Travel and dining habits change over time, just like fashion trends. Hospitality research keeps businesses up-to-date with what’s popular and what’s not. It’s like knowing which clothing style is in fashion, but for hotels and restaurants.

5. Attracting and Training the Best Staff

Good staff is like the icing on a cake – they make everything better. Research in hospitality management helps businesses find and keep talented employees. Businesses can make their employees happier and more effective by knowing what they need and want. This will lead to better service for guests.

In this section, we will discuss hospitality management research topics:

Great Hospitality Industry Research Topics

Consumer Preferences in Sustainable Accommodations
Technology’s Role in Personalizing Guest Experiences
Crisis Management in the Post-COVID-19 Hospitality Sector
Food Safety and Public Health in Restaurants
Diversity and Inclusion in the Hospitality Workforce
Cultural Exchange and Tourism Impact
Managing Employee Turnover in Hospitality
The Effect of Online Reviews on Hotel Selection
Social Media Marketing for Hotels
Environmental Responsibility in Hospitality Operations

Amazing Research Titles About Hospitality Industry

Sustainable Hospitality: Green Practices and Guest Satisfaction
Innovations in Guest Experience Management
Resilience in the Face of Crisis: Hospitality Industry Strategies
Digital Disruption in Hospitality: The Tech Transformation
From Stars to Stories: Rethinking Hotel Ratings
Exploring Cultural Tourism in the Hospitality World
Unveiling the Secrets of Top-Rated Hotels: A Guest-Centric Analysis
Banquets and Conferences in the Digital Age: Innovations in Event Management
Social Media Crisis Communication for the Hospitality Industry
Dining Experiences Beyond the Plate: Restaurant Innovations

List of Recommended Philippines Hotel and Restaurant Management Dissertation Topics

Boutique Hotels and Local Tourism Development
Culinary Tourism in the Philippines: A Flavorful Journey
Community-Based Tourism Initiatives: Socioeconomic Impacts
Sourcing Locally: Sustainable Food Practices in Filipino Restaurants
Promoting Filipino Hospitality and Cuisine through Social Media
Revenue Management Strategies for Philippine Hotels
Cultural Festivals and Hotel Occupancy Rates
Elevating Customer Service in Filipino Restaurants
Ecotourism Trends and Eco-Friendly Accommodations in the Philippines
Adapting to the ‘New Normal’: Challenges and Opportunities in Philippine Hospitality

Research Topics in Hospitality Management for Social Students

Social Responsibility in Hospitality: A Comparative Study
Indigenous Communities and Tourism: Social Implications
Gender Diversity in Hospitality Leadership Roles
Mental Health Among Hospitality Workers: A Social Perspective
Social Media’s Impact on Destination Marketing
Inclusivity and Diverse Populations in Hospitality
Reducing Food Waste in Restaurants: A Social Goal
Tourism as a Catalyst for Cultural Exchange
Social Entrepreneurship in the Hospitality Sector
Community Engagement in Tourism Development

Research Topics for Hospitality Management for Economy Students

Mega Events and Their Economic Impact on Hospitality and Tourism
Price Elasticity in the Hotel Industry
Economic Analysis of All-Inclusive Resorts
Tourism’s Role in the Economic Development of Developing Nations
Foreign Investment in Hospitality: Economic Insights
The Economics of Luxury Hotel Operations
Market Entry Strategies for International Hotel Chains
Tourism Taxes and Their Influence on Visitor Numbers
Airbnb and Its Economic Impact on Traditional Hotels
Agrotourism’s Economic Viability and Potential

Outstanding Research Titles For Hospitality Management Students

Crafting Exceptional Guest Experiences: A Study in Hospitality Excellence
Hospitality Resilience in Times of Crisis: Strategies and Success Stories
The Digital Revolution: Innovations in Hospitality Management
Beyond Stars and Diamonds: A New Era of Hotel Classification
The Art of Hospitality: Unveiling the Secrets of Top-Rated Establishments
Events Redefined: Innovations in Banquets and Conferences
Navigating Social Media in the Hospitality Industry
Sustainability and Responsibility: The Future of Hospitality
Restaurants Reinvented: Culinary Adventures in Modern Dining
Emerging Ethical Dilemmas in Hospitality Management

Leading Thesis Titles For Hospitality Management

Hotel Revenue Management Strategies and Their Impact on Profitability
The Influence of Guest Reviews on Hotel Selection
Digital Transformation in Hospitality: A Case Study of Leading Chains
The Role of Environmental Practices in Guest Satisfaction
Global Diversity in Hospitality Leadership: Challenges and Opportunities
Promoting Cultural Tourism for Sustainable Economic Growth
Employee Turnover: Causes, Costs, and Solutions in the Hospitality Sector
Social Media Marketing for Hotels: Best Practices and Pitfalls
Legal and Ethical Aspects of Food Safety in Restaurants
The Sustainability Movement in Boutique Hotels: Case Studies

Hotel Management Research Paper Ideas

Optimizing Hotel Room Pricing Strategies
Enhancing Hotel Operations Through Technology
Sustainable Practices in Hotel Management
Crisis Management and Disaster Preparedness for Hotels
The Role of Leadership in Hotel Success
Innovations in Hotel Guest Services
Customer Relationship Management in the Hotel Industry
Effective Marketing Strategies for Hotels
The Impact of Employee Training on Guest Satisfaction
The Influence of Hotel Design on the Guest Experience

Argumentative Essay Topics for Research in the Hospitality Industry

The Pros and Cons of All-Inclusive Resorts
Online Travel Agencies vs. Direct Hotel Booking: Which is Better?
The Ethics of Wildlife Tourism: Balancing Conservation and Entertainment
The Role of Technology in Replacing Human Workers in Hospitality
Is Sustainable Tourism Truly Achievable, or Just a Buzzword?
Cultural Appropriation in the Restaurant Industry: Where to Draw the Line
Balancing Economic Growth and Environmental Sustainability in Tourism
The Impact of Overtourism on Local Communities
Are Hotel Loyalty Programs a Benefit or a Burden for Guests?
Legal and Ethical Issues in Food Allergen Handling in Restaurants

Social Media Research Topics
Mental Media Research Topics

Creative Hospitality Management Research Topics

The Influence of Art and Design on Hotel Guest Experience
Gastronomic Tourism: Exploring the World Through Food
The Theater of Fine Dining: Immersive Restaurant Experiences
Hospitality as a Form of Entertainment: Theatricality in Hotels and Restaurants
Novel Approaches to Hotel Branding and Theme Concepts
Music and Soundscapes in Enhancing Ambiance in Hospitality Establishments
The Role of Storytelling in Hotel and Restaurant Marketing
Innovative Hotel Room Features and Amenities
Sensory Marketing in the Hospitality Industry
Virtual Reality and Augmented Reality Applications in Tourism and Hospitality

Social Media Research Topics About the Hospitality Industry

The Impact of Influencer Marketing on Hospitality Businesses
Crisis Management in the Age of Social Media
User-Generated Content and Its Influence on Hotel Bookings
The Role of Instagram in Promoting Food Tourism
The Viral Power of TikTok for Restaurant Marketing
Online Reputation Management for Hotels and Restaurants
Social Media as a Tool for Personalized Guest Experiences
The Dark Side of Social Media: Handling Negative Reviews
Popular Topics in Philippine Hotel and Restaurant Management Theses
The Privacy Debate: Social Media and Guest Data in Hospitality

Excellent Research Titles About Hospitality Management

The Guest Journey: A Holistic Approach to Hospitality Management
Resilience in the Hospitality Industry: Lessons from Adversity
Tech Transformation: Shaping the Future of Hospitality
Guest Satisfaction Beyond Stars: Secrets of Highly Rated Hotels
Innovations in Event Management: Redefining Conferences and Banquets
Navigating the Digital Age: Social Media Marketing for Hotels
Sustainability and Responsibility: The New Imperatives in Hospitality
Culinary Experiences: The Evolution of Dining in the Modern Era
Ethical Dilemmas in Hospitality Management: A Comprehensive Study
Unlocking the Potential of Boutique Hotels: Case Studies

Tourism and Hospitality Research Topics for STEM

Data Analytics in Tourism: Optimizing Operations and Guest Experiences
Smart Cities and Sustainable Tourism Development
Biotechnology and Food Safety in Hospitality
The Role of Artificial Intelligence in Personalized Tourism Recommendations
Environmental Engineering in Sustainable Hotel Design
Renewable Energy Solutions for Eco-Friendly Accommodations
Geographical Information Systems (GIS) in Destination Planning
Sustainable Transportation and Tourism
The Impact of 5G Technology on Tourism Services
Waste Management and Recycling in the Hospitality Industry

Sustainability Research Topics for Tourism and Hospitality

Zero-Waste Initiatives in Hotels: Challenges and Success Stories
Sustainable Agriculture and Farm-to-Table Dining in Restaurants
Carbon Footprint Reduction in Air Travel and Its Implications
The Role of Green Certifications in Eco-Tourism
Plastic Reduction Strategies in the Hospitality Sector
Community-Based Tourism and Local Ecosystem Preservation
Sustainable Water Management in Hotels and Resorts
Sustainable Practices in Adventure Tourism
Responsible Tourism and Conservation of Endangered Species
Green Building Design and Energy Efficiency in Hotels

Simple Hospitality Research Topics

The Importance of Customer Service in Hospitality
Hotel Pricing Strategies and Occupancy Rates
Food Safety and Hygiene in Restaurants
The Impact of Guest Reviews on Hotel Reputation
Staff Training and Retention in the Hospitality Industry
Innovations in Hotel Room Design
Effective Marketing Strategies for Small Hotels
Local Food Sourcing for Sustainable Dining
The Role of Hospitality in Economic Development
The Psychology of Guest Satisfaction

Top Hospitality Research Ideas

Destination Branding and Its Legal Implications
The Role of Insurance in Hospitality Risk Management
Privacy and Data Protection in Guest Information Handling
Intellectual Property and Copyright Laws in the Culinary World
Alcohol Licensing and Regulation in the Hospitality Sector
The Legal Aspects of Hotel Contracts and Booking Agreements
Discrimination and Equal Opportunity Laws in Hospitality Employment
Environmental Compliance in Hotel Building and Operations
Liability in Tourism Activities: Legal Protection for Tour Operators
Health and Safety Regulations in the Restaurant Industry

Hospitality Management Research Topics

The Significance of Employee Training in Hospitality Service Excellence
Innovations in Hotel Room Amenities and Design
Food Safety and Hygiene Practices in High-End Restaurants
The Role of Technology in Guest Service Enhancement
Sustainability Initiatives in Hotel Operations
Crisis Management Strategies in the Hotel Industry
Tourism and Cultural Exchange: Promoting Diversity and Inclusion
Legal and Ethical Issues in Alcohol Service at Restaurants
The Psychology of Customer Loyalty in Hospitality
The Impact of Hotel Design on Guest Satisfaction

Research Topics on Hospitality and Tourism

The Interplay of Tourism and Local Culture Preservation
Sustainable Tourism in Protected Natural Areas
Hospitality Innovation for Accessible Tourism
The Influence of Cultural Events on Hotel Bookings
Online Travel Agencies and Their Impact on Small Hotels
Destination Marketing through Virtual Reality and Augmented Reality
Hotel Booking Behavior: A Comparative Study of Different Generations
Disaster Preparedness and Crisis Management in Tourism
The Effects of Weather and Climate on Tourism Destinations
Dark Tourism: A Study of Morbid Attractions in Travel

Excellent Hospitality Research Topics

The Power of Personalization in the Hospitality Industry
Exploring Resilience in Crisis-Hit Tourism Destinations
Hospitality Technology Adoption and Its Influence on Guest Satisfaction
Beyond Stars and Diamonds: A New Era of Hotel Classification
Crafting Unique Guest Experiences: A Study of High-Rated Hotels
Innovations in Event Management: Rethinking Conferences and Banquets
Social Media Marketing Strategies in the Hospitality Sector
Sustainability and Responsibility: Imperatives for Future Hospitality
The Evolution of Culinary Experiences in the Modern Dining Landscape
Ethical Challenges in Hospitality Management: A Comprehensive Analysis

Outstanding Hospitality Research Topics

The Guest Journey: A Holistic Approach to Hospitality Management
Strategies for Resilience in the Hospitality Industry
Digital Transformation in Hospitality: Innovations and Challenges
Guest Satisfaction Beyond Stars: Unveiling Top Hotels’ Secrets
Innovative Approaches to Event Management: Redefining Conferences and Banquets
Social Media Marketing in Hospitality: Best Practices and Pitfalls
Sustainability and Responsibility in the Modern Hospitality Landscape
Reimagining Restaurants: Creative Concepts and Trends
Ethical Dilemmas and Moral Compass in Hospitality Management
Boutique Hotels: A New Wave of Luxury Accommodations

Innovative Hospitality Dissertation Topics

The Impact of Blockchain Technology in Hotel Operations
Augmented Reality and Its Application in Hotel Marketing
Biosecurity Measures in Hospitality Post-Pandemic
Sensory Marketing and Its Role in Guest Satisfaction
Sustainable Practices in Hotel Interior Design
Robotics and Automation in the Hospitality Industry
Micro-Moments in Guest Decision-Making: A Mobile-First Approach
Virtual Reality-Based Tourism Experiences
Waste Reduction Strategies in Hotel Operations
The Role of Emotional Intelligence in Hotel Leadership

Unique Hospitality Research Paper Topics

The Impact of Feng Shui in Hotel Design and Guest Satisfaction
The Use of Scent Marketing in Enhancing the Guest Experience
The Role of Astronomy Tourism in Dark Sky Destinations
Hospitality for Space Travel: Preparing for a New Frontier
The Influence of Animal-Assisted Therapy in Hotel Stays
The Revival of Historic Hotels: Challenges and Success Stories
Gaming and Virtual Reality Integration in Hotel Entertainment
Culinary Tourism and Edible Landscapes in Restaurants
The Art of Mixology: Craft Cocktails in Modern Bars
Hospitality as a Platform: Cross-Industry Collaborations in Guest Services

Hospitality Management Research Topics in the Philippines

The Impact of Ecotourism on Philippine Local Economies
Local Food Sourcing and Sustainability in Filipino Restaurants
Community-Based Tourism Initiatives in the Philippines
Promoting Filipino Hospitality and Cuisine through Social Media
Adapting to the ‘New Normal’: Challenges and Opportunities in Philippine Hospitality
Cultural Festivals and Their Role in Philippine Tourism
Boutique Hotels and Their Contribution to Philippine Tourism
Sustainable Practices in the Philippine Hotel Industry
Tourism and Indigenous Communities: Social and Economic Impacts
COVID-19 and Its Effects on Philippine Hospitality: Lessons Learned
Tourism in the Philippines: Addressing Overcrowding and Overtourism

Challenges Face By Students During Hospitality Management Research

Here are some challenges that are faced by students during hospitality Management research:

Complexity of the Industry: The multifaceted nature of the hospitality industry demands an in-depth understanding of various sectors, making it challenging to focus on a specific research area.
Data Collection: Gathering reliable and relevant data can be a hurdle, as it often requires cooperation from industry partners or access to real-time customer data.
Changing Trends: Hospitality is constantly evolving with emerging trends and technologies. Students must keep up with these changes to ensure their research remains current.
Cultural Diversity: The global nature of the industry means that students may encounter challenges when conducting research in culturally diverse settings, from language barriers to understanding local customs.
Ethical Considerations: Studying the hospitality industry may involve complex ethical dilemmas, such as privacy concerns or the impact of research on businesses and employees.
Resource Constraints: Access to resources for research, such as funding, relevant literature, and technology, can be limited, especially for students with tight budgets.
Time Management: Balancing coursework, internships, and research can be demanding. Students often struggle with time management to meet deadlines and make progress in their research endeavors.

Hospitality Management Research is like the secret ingredient that makes hotels and restaurants better. It’s all about creating enjoyable experiences for guests, ensuring businesses run smoothly, and even being kind to our planet. As we’ve explored a wide range of research topics, it’s clear that this field is ever-evolving and holds countless opportunities for students and professionals alike.

By understanding the importance of research in enhancing guest satisfaction, improving business operations, and promoting sustainability, we can appreciate the immense impact it has on the hospitality industry. So, whether you’re a student or a business owner, keep exploring, innovating, and embracing the world of hospitality management research to ensure a brighter and more delightful future for all.

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105+ Hospitality Research Topics [Updated 2024]

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May 8, 2024
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In a bustling world where travel and leisure are increasingly essential aspects of our lives, the hospitality industry plays a pivotal role. From cozy bed-and-breakfasts to luxurious resorts, from trendy urban eateries to quaint countryside cafes, hospitality businesses cater to our need for comfort, relaxation, and enjoyment. But have you ever wondered what goes on behind the scenes? What makes some hospitality ventures thrive while others struggle? Join us on a journey through the fascinating world of hospitality research topics, where we unravel the mysteries and unveil the secrets of this vibrant industry.

Table of Contents

What Do You Mean By Hospitality?

Hospitality means being friendly and kind to guests or people you don’t know. It’s about making them feel welcome and comfortable, so they enjoy their time with you. Examples of hospitality include:

Hotel Accommodation: Providing comfortable rooms, amenities, and personalized services to guests staying at a hotel.
Restaurant Service: Welcoming diners, providing attentive service, and ensuring a pleasant dining experience, including food quality and ambiance.
Tourist Attractions: Offering informative guided tours, assistance, and facilities to visitors exploring tourist destinations.
Event Hosting: Organizing and hosting events such as weddings, conferences, or parties, ensuring guests’ needs are met and they feel welcome.
Homestays: Welcoming guests into one’s home and providing accommodation, meals, and hospitality similar to that of a hotel.
Travel Services: Assisting travelers with transportation, accommodations, and activities, ensuring a smooth and enjoyable journey.

105+ Hospitality Research Topics: Category Wise

Consumer behavior in hospitality.

The impact of online reviews on hotel bookings.
Trends in consumer preferences for dining experiences.
The influence of social media on travel decision-making.
Understanding the motivations of eco-conscious travelers.
Consumer perceptions of luxury vs. budget accommodations.
The role of loyalty programs in shaping guest behavior.
The influence of online food delivery platforms on restaurant choices.
Preferences for experiential accommodations (e.g., treehouses, glamping).
Understanding cultural differences in dining behavior among international tourists.
The impact of COVID-19 on travel decision-making and consumer behavior.
Accessibility considerations in hospitality for guests with disabilities.
Emerging trends in solo travel and their implications for hospitality businesses.

Sustainable Practices in Hospitality

Implementing green initiatives in hotel operations.
Assessing the effectiveness of waste reduction programs in restaurants.
Renewable energy adoption in the hospitality industry.
Sustainable sourcing practices in food and beverage operations.
Eco-friendly design trends in hotel construction.
The economic benefits of sustainability initiatives for hospitality businesses.
Reducing single-use plastics in hotel amenities and packaging.
Carbon footprint reduction strategies for hospitality transportation services.
Water conservation initiatives in hotel operations and landscaping.
Assessing the social impact of sustainable tourism projects on local communities.
Green certification programs and their influence on consumer choices.
Innovative approaches to upcycling and repurposing waste in hospitality operations.

Technology and Innovation in Hospitality

The impact of AI on guest service and personalization.
Integrating IoT devices for improved hotel management.
Blockchain applications in hotel booking and payment systems.
Virtual reality experiences in destination marketing.
Mobile app trends in hospitality and their impact on guest satisfaction.
Data analytics for enhancing hotel revenue management.
Augmented reality applications for enhancing guest experiences in museums and attractions.
Robotics and automation in restaurant kitchens and food delivery services.
Voice recognition technology for personalized guest interactions in hotels.
Smart building technologies for energy efficiency and guest comfort.
Cybersecurity challenges and solutions for hospitality businesses.
The role of big data analytics in predicting travel trends and demand forecasting.

Marketing and Branding in Hospitality

Brand positioning strategies for boutique hotels.
Influencer marketing in the hospitality industry.
Social media trends for restaurant promotion.
Content marketing strategies for destination marketing organizations.
Cross-cultural branding challenges in international hospitality.
The role of storytelling in hotel branding and guest engagement.
Crisis communication strategies for managing reputation in the face of negative events.
Personal branding for hospitality professionals (e.g., chefs, hoteliers).
Community-based tourism marketing strategies for rural destinations.
Experiential marketing campaigns in the luxury hospitality sector.
User-generated content and its impact on destination branding.
Co-branding partnerships between hotels and lifestyle brands.

Human Resource Management in Hospitality

Recruitment strategies for attracting top talent in the hospitality industry.
Training programs for enhancing hotel staff guest service skills.
Employee engagement initiatives in restaurant workplaces.
Diversity and inclusion practices in hotel workforce management.
Addressing burnout and turnover in the hospitality sector.
The impact of COVID-19 on hospitality workforce dynamics.
Employee wellness programs and their impact on productivity and retention.
Talent management strategies for addressing skills shortages in the hospitality industry.
Flexible staffing models for seasonal fluctuations in tourism demand.
The gig economy and its implications for hospitality employment.
Conflict resolution techniques for handling guest complaints and disputes.
Employee empowerment and its role in improving guest satisfaction scores.

Tourism and Destination Management

Destination competitiveness analysis in the global tourism market.
Sustainable tourism development strategies for emerging destinations.
The role of cultural heritage preservation in destination management.
Destination marketing for niche tourism segments (e.g., adventure travel, culinary tourism ).
Tourism carrying capacity assessment in popular destinations.
Crisis management strategies for destinations affected by natural disasters or political unrest.
Dark tourism and its ethical considerations in destination marketing.
Sustainable transportation options for reducing carbon emissions in tourism destinations.
The impact of overtourism on local infrastructure and resident quality of life.
Health and wellness tourism trends and destination development opportunities.
The role of festivals and events in destination branding and economic development.
Rural tourism development strategies for revitalizing declining communities.

Hospitality Operations and Management

Lean management principles in hotel operations.
Food safety protocols in restaurant kitchens.
The impact of automation on hospitality service delivery.
Customer relationship management strategies for enhancing guest loyalty.
Outsourcing trends in hotel operations (e.g., housekeeping, F&B).
Implementing flexible work schedules for hospitality employees.
Supply chain management best practices for reducing food waste in hospitality.
The use of biometrics for enhancing security and streamlining guest check-in processes.
Space optimization strategies for maximizing revenue in hotel meeting and event spaces.
Implementing contactless payment systems and digital wallets in hospitality.
Sustainable menu design and sourcing practices in restaurants.
Employee cross-training programs are used to enhance operational flexibility and efficiency.

Cultural and Ethical Issues in Hospitality

Cross-cultural communication challenges in hotel guest interactions.
Ethical considerations in hotel revenue management practices.
Sustainable tourism and indigenous community engagement.
Addressing cultural appropriation in restaurant menus and branding.
LGBTQ+ inclusivity in hospitality marketing and service delivery.
Human rights issues in the hospitality supply chain.
Ethical considerations in wildlife tourism and animal interactions.
Indigenous foodways preservation and promotion in hospitality establishments.
Gender equality and diversity initiatives in hospitality leadership positions.
Fair trade and ethical sourcing practices in hotel and restaurant procurement.
Cultural heritage preservation through culinary tourism experiences.
Ethical dilemmas in hotel revenue management and pricing strategies.

Future Directions in Hospitality Research

Predicting the impact of emerging technologies on the future of hospitality.
Sustainable tourism trends for the post-pandemic era.
The rise of experiential travel and its implications for hospitality businesses.
Addressing overtourism through innovative destination management strategies.
The role of regenerative tourism in combating climate change.
Exploring alternative accommodation models (e.g., homestays, co-living spaces) in hospitality.
The role of space tourism in the future of hospitality and destination management.
Exploring the potential of vertical farming for sustainable food production in urban hotels.
The impact of artificial intelligence on job displacement and workforce reskilling in hospitality.
Predicting the evolution of hospitality design trends in response to changing consumer preferences.
Assessing the feasibility of underwater hotels and other innovative accommodation concepts.
The rise of immersive travel experiences and virtual reality tourism.

Why Is Hospitality Research Important?

Hospitality research is crucial for several reasons:

Understanding Consumer Needs: Research helps businesses understand the evolving preferences, behaviors, and expectations of consumers in the hospitality industry. This understanding allows businesses to tailor their offerings and services to better meet the needs of their target audience.
Improving Service Quality: By analyzing guest feedback, studying industry trends, and identifying areas for improvement, hospitality research enables businesses to enhance the quality of their services. This, in turn, leads to higher levels of customer satisfaction and loyalty.
Driving Innovation: Research drives innovation in the hospitality sector by uncovering new technologies, trends, and best practices. Businesses that stay abreast of the latest research findings can innovate their offerings, improve operational efficiency, and gain a competitive edge in the market.
Sustainability Initiatives: With growing concerns about environmental and social sustainability, hospitality research plays a crucial role in identifying sustainable practices and initiatives. Research helps businesses reduce their environmental footprint, promote social responsibility, and contribute to the long-term viability of the industry.
Informing Decision-Making: Hospitality research provides valuable insights that inform strategic decision-making at all levels of the organization. From marketing and branding to operations and management, research findings guide businesses in making informed choices that drive growth and success.
Addressing Challenges: The hospitality industry faces numerous challenges, ranging from changing consumer preferences to regulatory compliance issues. Research helps businesses identify and address these challenges proactively, mitigating risks and optimizing performance.
Contributing to Economic Development: The hospitality sector plays a significant role in global economies, contributing to employment, GDP, and tourism revenues. By generating knowledge and driving innovation, hospitality research contributes to the continued growth and development of the industry, creating opportunities for economic prosperity.

In conclusion, hospitality research is like a treasure chest full of exciting things to learn about. It gives us lots of chances to explore and find out new stuff. Whether you’re interested in understanding consumer behavior, exploring sustainability practices, or analyzing the latest technological trends, there’s something for everyone in this dynamic industry.

So, next time you check into a hotel or dine out at a restaurant, take a moment to appreciate the research and innovation that make your experience possible. With hospitality research topics, you could uncover exciting new opportunities you never knew existed.

To read this content please select one of the options below:

Please note you do not have access to teaching notes, sustainability in hospitality and tourism: a review of key research topics from 1994 to 2020.

International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 23 March 2022

Issue publication date: 26 July 2022

The purpose of this study is to examine the scientific research related to sustainability in hospitality and tourism from 1994 to 2020 by conducting bibliometric and science mapping analyses and to discuss the implications for prospective research opportunities.

Design/methodology/approach

Keyword co-occurrences with 2,980 published papers collected from the Web of Science (Social Science Citation Index and Emerging Sources Citation Index) were used for the bibliometric-based analysis. The authors use SciMAT software which offers relevant outputs, such as research themes and graphical outputs (strategic diagrams, cluster networks and science mapping representing the temporal evolution of the themes).

The findings show that biodiversity conservation, sustainable attitudes, climate change, protected areas, satisfaction and environmental management were the focal motor-themes in the studied periods. Additionally, four areas for future investigation are identified and discussed: sustainable behavior and environmental sustainability; consumption, demand and economic growth; tourism development and strategies; and rural tourism, poverty, ethics and education.

Research limitations/implications

This analysis shows insightful results processing a high number of published documents. However, the authors recommend further research focused on qualitative literature review for each critical topic.

Originality/value

The authors are unaware of analogous, completed and recent work about sustainability in hospitality and tourism. The authors believe this article is of great value to academics and practitioners because it synthesizes and disseminates the research topic while providing an outstanding basis for identifying research opportunities.

Bibliometric analysis
Science mapping analysis
Sustainability
Hospitality

Acknowledgements

The authors wish to thank the University of Castilla-La Mancha for the financial support provided for this research under the Call for Research Groups (Reference: 2021-GRIN-31010), and to the Spanish Ministry of Economy and Competitiveness under the 2019 Call for R&D Projects (Project reference number: PID2019-105726RB-I00).

Molina-Collado, A. , Santos-Vijande, M.L. , Gómez-Rico, M. and Madera, J.M. (2022), "Sustainability in hospitality and tourism: a review of key research topics from 1994 to 2020", International Journal of Contemporary Hospitality Management , Vol. 34 No. 8, pp. 3029-3064. https://doi.org/10.1108/IJCHM-10-2021-1305

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130+ Hospitality Research Topics: Great Ideas

A research paper is mandatory for all students to graduate from a course, including hospitality courses. Research in the hospitality industry can be easy if you have the right topic. So, one of the first things you should prioritize before starting your hospitality research is finding an excellent topic.

Great Hospitality Industry Research Topics

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A good topic for research in hospitality will serve as the foundation for your paper. It will also attract readers and trigger interest in your paper. Are you looking for a research title in the hospitality industry that guarantees a top grade? Check out the following examples in this article:

Research topics on the hospitality industry should focus on the key and hot topics faced in the sector. Here is a list of research titles for hotel and restaurant management:

The origin and meaning of the word hospitality
How different cultures view hospitality
An in-depth look into the impacts of the COVID pandemic on the hospitality sector
Hospitality and tourism: what is the link?
Hospitality and hotel management: a comprehensive analysis
The role of hospitality in the tourism sector
Essential elements of the hospitality sector
A strategic analysis of the hospitality sector in your country
Etiquette in the hospitality sector
Hospitality industry wages: what is fair?

An argumentative essay topic should state your opinion on a subject so you can argue it in the essay. Some argumentative essay topics on the hospitality industry are:

Travel bans triggered by the COVID pandemic negatively impacted the hospitality sector
The impacts of global trends on the hospitality sector
Hospitality ethics: an in-depth analysis
The relationship between a host and guest about hospitality
The contributions of the hospitality sector to global economic growth
Sustainability as a global trend in the hospitality sector
The development of sustainability in the hospitality sector
Challenges encountered by the hospitality sector in the 21 st century
Technology as a tool for change in the hospitality sector
Hospitality in Christian and Islam culture

Creativity is a vital element when choosing a research topic. It will make your essay stand out and attract readers. Here are some great examples of research topics about hospitality management and their reasons:

Qualities of an effective hotel manager
How customer service can influence the quality of hotel management
Full-service vs. limited-service hotels: the difference in their hotel management
How large hotels conduct revenue management
Hotel management in European nations
How can hotel management impact an establishment’s success?
Financial accounting is a critical part of hotel management
Hotel management: a comprehensive overview
The impact of the internet on hotel management
The role of hotel management on guest satisfaction rates

You should always find social media research topics for your hospitality research paper. Check out the following hospitality research topics:

The impact of social media on the hospitality sector
How companies in the hospitality sector take advantage of the power of the internet
The social media influencer trend and its impact on the hospitality sector
How hospitality practitioners use the internet to enhance their services
Hospitality training and the internet
Technology as a tool for hospitality training
The role of the internet in hospitality diversification
Social media and its impact on hospitality diversification
Strategic ways for hospitality companies to take advantage of technology and the internet
Social media and hospitality: the correlation

An excellent research title can play a vital role in earning good grades. Find a sample of a thesis statement about social media and more titles about hospitality management below:

What is the role of a hotel manager
Types of hotel managers in large establishments
Core issues in the hospitality management sector
Salary expectations for hotel managers
The core roles of facility managers in the hospitality sector
Hospitality as a virtue independent of the hospitality sector
Factors that prevent hospitality managers from providing effective services
Hotel marketing management: a comprehensive assessment
Hotel revenue management: a comprehensive assessment
Hotel management in your country

Tourism and hospitality often go hand in hand. So, you can cover the two elements in your research paper if you have an ideal topic that brings these concepts together. Check out the following research topics for STEM students :

The tourism and hospitality sector after the coronavirus pandemic
The long-term effects of travel bans on the tourism and hospitality sector
What is the way forward for the tourism and hospitality sector after the pandemic?
Online tourism: an in-depth analysis
Advances in the tourism and hospitality sector
Social advancing and tourism management: a comprehensive overview
Medical tourism: an analysis
Impacts of social media on the tourism and hospitality sector
Impacts of government regulations on the tourism and hospitality sector
The impacts of natural hazards on the tourism and hospitality sector

Sustainability research topics are critical for all tourism and hospitality students. Find research topics and ideas for tourism students related to sustainability below:

Sustainability in the tourism sector
Tourism sustainability: perspectives of guests and practitioners
Sustainable tourism as a tool for heritage and culture preservation
A study of sustainable tourism in mountainous destinations
The practice of sustainable tourism in island destinations
Challenges encountered in sustainable tourism
The impacts of sustainable tourism on the digital world
Sustainable tourism efforts for disaster prevention
The impacts of the pandemic on sustainable tourism
How is sustainable tourism measured?

A creative research title will show your reader what to expect from the rest of your paper. It creates a good first impression. Find a good thesis title or professional thesis writer about the hospitality industry below:

Tourism marketing and sustainable tourism: an in-depth study
Hospitality and tourism in emerging economies
The correlation between ecotourism and sustainable tourism
The impacts of politics in the hospitality sector
An evaluation of local tourism and hospitality sectors
The profitability of the hospitality sector
How governments can improve their hospitality sectors
The effect of local communities on the hospitality and tourism sector
Sustainability is a critical trend in the hospitality sector
A comparative analysis of the hospitality sector in the US and Europe

Hotel and restaurant management are significant topics in the Philippines. So, writing a good essay on these topics can come in handy for your academic performance. Find a good research title about hotel and restaurant management below:

Hotel and restaurant management ethics in the Philippines
Hotel and restaurant management laws in the Philippines
Why should hotels invest in restaurants?
The concept of perverse hospitality in the Philippines
Hotel and restaurant management salaries in the Philippines
The role of the Philippino government in hotel and restaurant management policies
Strict hotel and restaurant management policies in the Philippines
Smoking bans in hotels in the Philippines
Fair wages in the hotel and restaurant management sector in the Philippines
The concept of hospitality in Philippino hotel and restaurant management

Students studying social sciences can write research papers on hospitality management because these subjects are related. Find a research topic about hospitality management that covers social issues below. All social issues research topics are actionable.

Hospitality training for hotel workers
Flight attendants and hospitality: an overview
How to conduct hospitality training for flight attendants
How hotel managers can maximize profits in the hospitality sectors
Challenges experienced in hospitality management
Barriers to success in hospitality management
The value of the hospitality sector for the global economy
Hospitality management and augmented reality: an in-depth overview
Safety precautions in hospitality management since the CORONA pandemic
How local governments depend on the hospitality sector

The hospitality management sector and the economy industry often influence each other. So, you can write a paper that explains their link. Here are some economic research paper topics in hospitality management:

How hospitality economics impact overall country economics
How the hospitality sector can improve their profits
Challenges hindering the hospitality sector from growth
Hospitality laws and profitability: the correlation
The best ways the hospitality market can improve their finance management
Finance management in hospitality: an overview
Personalization as a tool for promoting growth in the hospitality sector
Countries that benefit the most from the hospitality sector
Inbound tourism: its impact on the global economy
Tourism and hospitality as tools for economic growth

Hospitality management is a popular course; all students must complete a research paper to graduate. So, you ought to be creative with your paper, especially the title, so it does not look like anyone else’s. Let us look at some excellent hospitality management thesis topics:

The best tourist attractions
Tourism management perceptions according to various cultures
Diverse views of hospitality management
Can hospitality management be taught?
An in-depth look at ways hospitality management can be trained
Hospitality management training for restaurant workers
Key elements in hotel management
How hotel management can influence its customer satisfaction rates
How many managers should a hotel have
Management and hospitality: a comprehensive guide

The hospitality management sector is prone to many changes. So you can easily find a current topic for your research paper. As you check out the hospitality thesis topics highlighted below, take some time to read about anatomy research paper topics .

How competitive is the hospitality management sector?
Causes of the high turnover in the hospitality sector
Strategies that guide management organizations in the hospitality
Hospitality management in Australia
How the hospitality sector does employee management
Basic training elements for hospitality management
What type of training do hospitality management practitioners go through?
The value of hospitality management
Changes in hospitality management brought about by the internet
How online reviews influence the hospitality management sector

Choosing the right topic is the first step to writing a good research or thesis paper in hospitality management. However, many students struggle to prepare quality research papers. If you are one of such students, worry not because we have got you covered.

You can trust us with your research paper writing needs. Our writers will help you create a paper that matches your quality topic to earn you excellent grades. Contact our writers today and get your quality research paper in no time. Feel free to read more on biochemistry topics .

Innovative Approaches in the Crisis Management of a Hotel Enterprise

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First Online: 14 October 2021
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Elena Volk ORCID: orcid.org/0000-0003-4682-2619 11 &
Irina Ovchinnikova ORCID: orcid.org/0000-0003-2632-6925 12

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 342))

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International Perm Forum Science and Global Challenges of the 21st Century

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In the 21st century, crises of various types (economic, political, social, environmental, etc.) have become frequent phenomena in the life of modern society. Each of them affects all areas of business to a certain extent. However, more and more often in recent years, crises are perceived as new opportunities for growth and development. In a crisis, it is extremely important for enterprises to rethink the changes taking place around them, assess the negative factors, find their strengths, and see new opportunities.

This article examines the last three crises of the 21st century: 2008–09, 2014–15 and 2020–21 in terms of their impact on the development of the hotel business in Russia and abroad. The features and consequences of the impact of each of the crises on the hotel services market on a global scale, in the capital cities (Moscow and St. Petersburg) and in the regions of the Russian Federation (Perm Krai, Sverdlovsk Region, Chelyabinsk Region, Tyumen Region) are studied. The authors also studied the anti-crisis management measures and the results of anti-crisis decisions depending on the factors of regional market development. Much attention in this article is paid to innovative activities that provide hotel companies with competitive advantages in the crisis and post-crisis periods. Innovative technologies and examples of innovative solutions in the hotel business to overcome crises are also considered. Based on the co-competitive and stakeholder approaches, a model of crisis management within the strategic management of a hotel enterprise is proposed.

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Essence and Role of the Anti-crisis Strategy in Preventing the Bankruptcy of Transport Companies

Managing Crisis in SMEs

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Volk, E., Ovchinnikova, I. (2022). Innovative Approaches in the Crisis Management of a Hotel Enterprise. In: Rocha, A., Isaeva, E. (eds) Science and Global Challenges of the 21st Century - Science and Technology. Perm Forum 2021. Lecture Notes in Networks and Systems, vol 342. Springer, Cham. https://doi.org/10.1007/978-3-030-89477-1_11

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Crisis management research (1985–2020) in the hospitality and tourism industry: A review and research agenda

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The global tourism industry has already suffered an enormous loss due to COVID-19 (Coronavirus Disease 2019) in 2020. Crisis management, including disaster management and risk management, has been becoming a hot topic for organisations in the hospitality and tourism industry. This study aims to investigate relevant research domains in the hospitality and tourism industry context. To understand how crisis management practices have been adopted in the industry, the authors reviewed 512 articles including 79 papers on COVID-19, spanning 36 years, between 1985 and 2020. The findings showed that the research focus of crisis management, crisis impact and recovery, as well as risk management, risk perception and disaster management dominated mainstream crisis management research. Look back the past decade (2010 to present), health-related crisis (including COVID-19), social media, political disturbances and terrorism themes are the biggest trends. This paper proposed a new conceptual framework for future research agenda of crisis management in the hospitality and tourism industry. Besides, ten possible further research areas were also suggested in a TCM (theory-context-method) model: the theories of crisis prevention and preparedness, risk communication, crisis management education and training, risk assessment, and crisis events in the contexts of COVID-19, data privacy in hospitality and tourism, political-related crisis events, digital media, and alternative analytical methods and approaches. In addition, specific research questions in these future research areas were also presented in this paper.

1. Introduction

A crisis is defined as ‘an unpredictable event that threatens important expectancies of stakeholders related to health, safety, environmental, and economic issues, which can seriously impact an organisation's performance and generate negative comments' ( Coombs, 2019 , p. 3). Today's hospitality and tourism industry is sensitive to various external and internal challenges and crises ( Fink, 1986 ; Henderson, 2003 ; Laws et al., 2005 ; McKercher & Hui, 2004 ). According to McKercher and Hui (2004 , p.101), crises ‘disrupt the tourism and hospitality industry on a regular basis’. The reduction of tourist arrivals and expenditures due to the crises hits the industry and its related stakeholders; and creates vulnerability. Different service providers (consisting of those pertaining to accommodation, transportation, inbound and outbound tourism, and others) may have to suffer for a short or longer period of time before full recovery. Moreover, pressures from competitors also worsened the situations for certain organisations due to the change in comparative and competitive advantages ( Wut, 2019 ). Only a few studies in crisis management were conducted in the early years, and most of them related to crisis impacts on tourism industry ( Blake & Sinclair, 2003 ). Fortunately, a growing body of crisis management studies in the hospitality and tourism industry has emerged over the past decade.

The scope of crisis management includes crisis prevention, crisis preparedness, crisis response and crisis revision ( Hoise & Smith, 2004 ). Detecting any warning signs is an important task in crisis prevention. Crisis preparedness usually involves forming crisis management teams, formulating crisis preparedness plans and training spokespersons. Organisation response is usually under the spotlight. The mechanism by which we learn from a crisis is a central topic under crisis revision ( Crandall et al., 2014 ). Unfortunately, crisis management received insufficient attention in the hospitality and tourism research for decades ( Pforr & Hosie, 2008 ). This research stream started with natural disaster management, terrorism and disease management ( Laws et al., 2005 ). Recently, information technology has been heavily used in the business and tourism sectors ( Buhalis & Law, 2008 ; Navio-Marco et al., 2018 ). Social media is becoming an emerging research focus that triggers new thoughts on crisis management in the contemporary world ( Zeng & Gerritsen, 2014 ). Data security and privacy over confidential company information and customer personal information are the main concerns. Nowadays, given the global outbreak of the COVID-19 pandemic and the economic downturn faced by many countries, crisis management has again attracted organisational and research attention ( Qiu et al., 2020a , b ; Gössling et al., 2020 ).

Crisis management also involves risk management, as crisis happens when risk is not managed properly and effectively. For instance, if tourism providers do not pay attention to risk management may put the lives of the tourists at risk. According to Dorfman and Cather (2013) , risk is the possibility of harm or possible loss. Risk refers to the fluctuation in neutral or negative outcomes that result from an uncertain event on the basis of probability. Risk management is a process in which an organisation identifies and manages its exposures to risk to match its strategic goals. The scope includes goals setting, risk identification, risk measurement, handling of risk and implementation techniques, and effectiveness of monitoring ( Dorfman & Cather, 2013 ).

Crises in extreme scales with catastrophic consequences can be disasters. Disasters normally refer to events that an organisation cannot control, like natural disasters. Possible disaster events include terrorism, floods, hurricanes and earthquakes. The term ‘crisis’ has a broad meaning that includes events involving technical or human mistakes as well as disasters ( Coombs, 2019 ; Faulkner, 2001 ). Thus, crisis management in this study covers both risk management and disaster management.

Several review papers on crisis management and recovery are available. Mair et al. (2016) conducted a review on post-crisis recovery with 64 articles published between 2000 and 2012. A short summary on tourism crisis and disaster was also published ( Aliperti et al., 2019 ). Ritchie and Jiang (2019) reviewed 142 papers on tourism crisis and disaster management; and identified three areas including crisis preparedness and planning; crisis response and recovery; and crisis resolution and reflection. It was found that the papers, including the framework testing, lack conceptual and theoretical foundation, which exhibited unbalanced research themes ( Ritchie & Jiang, 2019 ). A bibliometric study of citation networks was conducted by other researchers but only on the crisis and disaster management topic ( Jiang, Ritchie, & Verreynne, 2019 ). The most recent one was focused on diseases ( Chen, Law, & Zhang, 2020 ). The afore-said review articles followed the traditional classification of the three-stage crisis management model (pre-crisis, crisis event and post-crisis) ( Richardson, 1994 ). A clear research gap exists in the review literature in terms of the kind of crisis management, risk management and disaster management research that has been conducted in the hospitality and tourism fields, especially in the digital era; and such research need becomes significant due to the spread of COVID-19. This current review paper considers risk management and disaster management as part of crisis management. This review scope is much wider than those of past review papers. Furthermore, past literature review emphasised only the research published in top academic journals. Zanfardini et al. (2016) concluded that analyses of literature should not be confined to the highest impact journals because crisis management is an interdisciplinary subject; and the related articles might not necessarily appear only in the top journals. Thus, surveying also the lower impact journals would be useful, and this study would also shed light on those works.

This study aims to systematically examine and evaluate the literature of crisis management in the hospitality and tourism industry. As the research areas emerge, more papers were recorded in the last decade. It is expected that many research papers on topics relating to the COVID-19 crises will be produced shortly in the near future. The major themes and future research opportunities and agenda will be identified after a thematic content analysis of related peer-reviewed journal articles.

This study seeks to address the following questions:

1) What are the main themes of the crisis management literature in the hospitality and tourism industry?
2) What is the future research agenda regarding the hospitality and tourism industry and crisis management?

2. Methodology

This systematic literature review adopted steps suggested by Liberati et al. (2009) for the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA): 1) related articles were identified through databases and other sources, 2) records were obtained after the duplicates were removed, 3) the records were screened, 4) full-text papers were assessed for eligibility and 5) the studies were included in the qualitative synthesis ( Liberati et al., 2009 ).

We targeted our literature search on electronic databases for peer-reviewed journal articles that focused on crisis management in the hospitality and tourism industry and from journals published since 1980. The search included numerous academic platforms consisting of the ABI/Inform, Academic Research Premier (via EBSCO host), Business Source Complete (via EBSCO host), Web of Science and Scopus databases to capture academic journal papers with the captioned topic. This approach was considered suitable for a literature review analysis centred on a subject that has undoubtedly been researched from a multi-disciplinary perspective ( Wut et al., 2021 ). Literature search was organised around eight keywords consisting of ‘tourism’, ‘hospitality’, ‘crisis’, ‘crisis management’, ‘risk’, ‘risk management’, ‘disaster’ and ‘disaster management’. Papers retained for subsequent analyses met the following criteria:

(i) Published in peer-reviewed journals since 1980;
(ii) Published in the English language;
(iii) Involves the field of business, management and accounting;
(iv) Seeks to study crisis management, including risk management and disaster management, in the tourism and hospitality industry;
(v) Comprise studies presenting primary or secondary research data published as full length papers or short reports;
(vi) Removal of duplicate papers from database findings (Same paper generated from different platforms).

In total, 1168 papers were generated from the literature search which involves different combinations of the aforementioned keywords. The earliest article was published in 1985. Overall, the selected articles were published between 1985 and 2020. Figures for 2020 are incomplete and given here for reference only. Authors assessed the full-text papers retrieved for inclusion in this review.

The titles, abstracts and full texts of the papers were reviewed and examined ( Wut et al., 2021 ). Two coders were involved in the process to avoid subjective bias judgement from a single coder ( Neuendorf, 2002 ). Discussions between coders were arranged to resolve the discrepancy ( Krippendorff, 2013 ). After initial screening, 534 papers meeting the above criteria were selected. A subsequent step involved checking if the research questions of this study can be answered through analysing the papers in the database. A total of 22 papers were dropped as they could not answer one of the research questions. The final analysis involved 512 papers for subsequent descriptive analyses in various aspects like the number of authors, the first author's nationality and study locations. Papers involving more than one study location were classified under Global. Attention was paid to the themes of journals under the category of tourism, hospitality and others as business-related journals. Publications that covered both tourism and hospitality were classified under hospitality. We also identified the key topics of each article. These items were used for statistical analysis to identify longitudinal trends of research themes. The papers were categorised under various hospitality and tourism industry sectors, including tour operators/travel agencies, hotels, airlines, restaurants and ocean cruising industry. They were then assigned to one of the six crisis types: political events, terrorism, health issues, financial crisis, natural disasters and human errors. The research foci of the articles were subsequently ascertained and summarised. The identification process was completed by content analysis for which an inductive approach was adopted. If any doubt regarding classification emerged for a particular paper, a new category was devised for that paper to minimise ambiguity ( Eisenhardt, 1989 ). When more than one topic was discussed in a paper (for example, crisis prevention and crisis preparedness), the paper was classified under the category of crisis management (multiple topics). Thus, 10 specific research topics were obtained for a general crisis management area: crisis management (multiple topics), crisis impact, crisis recovery, crisis resilience, crisis communication, crisis response, crisis event (description), crisis preparedness, crisis prevention and crisis management (organisational) learning. Four research topics were identified for a general risk management area: risk management (multiple topics), risk perception, risk assessment and risk communication. Finally, three research topics were found for a general disaster management area: disaster management (multiple topics), disaster event (description) and disaster recovery. COVID-19 was categorised as a separate topic, as the related articles covered the areas in both crisis and risk management.

3. Findings

3.1. journals, authors and study locations.

The results indicated that 308 (60.2%) of the papers came from 10 journals; and 204 papers were come from other journals. Among these 10 journals, Tourism Management published 85 papers; Journal of Travel and Tourism Marketing published 44 papers, International Journal of Hospitality Management had 34 papers and Current Issues in Tourism had 33 papers. Annuals of Tourism Research published 26 papers, and Journal of Travel Research secured 25 papers. The publications were highly ranked according to the Scimago Journal and Country Ranking (SRJ). In the last decade, all these journals except for the Journal of Travel and Tourism Marketing published more papers than before ( Table 1 ). Furthermore, other high ranking journals were included in the ‘Others’ category, including the Journal of Vacation Marketing with two papers. One paper appeared in the Public Relation Review, a top Journal in the field of public relations. Another paper was from the Journal of World Business, a first quarter journal according to the SRJ. Three other papers appeared in Asia Pacific Business Review, a second quarter journal according to the SRJ. Thus, crisis management has been considered a hot research topic by the scholars and high ranking academic journals in the hospitality and tourism field.

List of tourism and hospitality journals (N = 512).

As a whole, tourism-focused journals were comparatively favoured (286 papers) to hospitality (74 papers) or other (152 papers) journals on the crisis management topic and related research objectives. Among the tourism-focused journals, Tourism Management has been the dominant outlet. The number of papers increased by three times over the last decade. Among the hospitality journals, International Journal of Hospitality Management (34 papers) has been the most popular.

Regarding authorship, two authors collaboration (157 papers, 30.7%) has been found to be the most common occurrence in these papers. Three-person authorship was also highly adopted (143 papers, 27.9%), followed by single authorship for 129 papers (25.2%). Note that a total of 60 papers had four authors (11.7%), five authors (14 papers, 2.7%), six authors (7 papers, 1.4%), seven authors (1 paper, 0.2%), and eight authors (2 papers, 0.4%). Collaborations among authors are common. The most productive first authors in this field were Joan C. Henderson (9 papers), Bingjie Liu (9 papers), Bruce Prideaux (7 papers) and Brent W. Ritchie (6 papers). The most productive second authors were Lori Pennington-Gray (13 papers), Brent W. Ritchie (9 papers), Mehmet Altinay, Susanne Becken and Hany Kim (4 papers). Henderson comes from Nanyang Technological University and had publications in the early years (from 1999 to 2004). Liu is from the University of Florida. Most of her publications were related to bed bugs and were rather recent (from 2015 to 2016).

Location was studied for the first authors of the papers. The first authors tend to be most interested in the study topics relating to crisis management and may have secured fair level of research experience in this area. Europe (157 papers, 30.7%) had the greatest number of interested scholars who appeared as the first authors. This figure was followed by Asia (132 papers, 25.8%) and Oceania (110 papers, 21.5%). In Europe, the United Kingdom (59 papers) had the most interested scholars in this area. The first authors from Asia were mainly from Mainland China (29 papers), Israel, Singapore, Japan and Taiwan. The other first authors were from Australia (101 papers) and United States (88 papers) ( Table 2 is a short version of this list. An extended version is in the Appendix).

Location of first author (N = 512).

In terms of the research context, Asia was the most studied region (152 papers, 29.7%), followed by Global (109 papers, 21.3%), and then Europe (101 papers, 19.7%). Several disasters occurred in Asia, including the Japan earthquakes in 2011, the Severe Acute Respiratory Syndrome (SARS) outbreak in 2003 and the Indian Ocean earthquake and tsunami in 2004. Many papers took a global or multiple countries approach (109 papers, 21.3%). First authors also tend to conduct research in his or her place-of-residence or nearby locations ( Table 3 ).

Study location (N = 512).

An increasing trend emerged throughout the 36 years study period, as shown in Fig. 1 . The number of articles in 2020 is listed for reference and some articles could not be presented due to availability issues. All papers, whether from tourism-focused journals, hospitality journals or journals in the other fields, generally displayed an upward trend ( Fig. 2 ). Almost all top ten English-language academic journals in the tourism and hospitality field witnessed an increasing trend, except for the Journal of Travel and Tourism Marketing which experienced a downward trend ( Fig. 3 ). The three periods were identified in the X-axis and spans 36 years. The first period from 1985 to 1996 reflects the start of the discussion about crisis management. Only six papers were published for 12 years. The second period of 1997–2008 involved 115 papers. During this period, most of the papers were published in the Journal of Travel and Tourism Marketing and in Tourism Management. The last period of 2009 to present involved 389 papers. Most of the papers were published in Tourism Management. At this period, as many as 63 papers were published in Tourism Management. The number of papers published in Tourism Management is almost the sum of the numbers of the first runner up, and second runner up. ( Table 1 ).

Studies related to crisis management in the tourism and hospitality literature (1985–2020).

Numbers of tourism and hospitality publications in English on crisis management.

Top Ten Journals on crisis management.

3.2. Types of crises in the hospitality and tourism industry

The 512 papers revealed that five business sectors within the hospitality and tourism industry, an outcome which mirrored the findings of Wut et al. (2021) who performed a systematic review on corporate social responsibility research in the hospitality and tourism industry. The most commonly investigated industry sectors comprised tour operators/travel agencies, hotel operators, airlines, restaurants and ocean cruising sectors. Their crises types are summarised below for illustration purposes ( Table 4 ):

Typology of crisis types in hospitality and tourism industry (Source: authors).

Crisis types were previously organised under the three categories of natural disasters, technical error accidents and human error accidents, depending on the level of organisational responsibility. Limited organisational responsibility is clearly involved for natural disasters because those events are usually beyond operational control ( Coombs, 2019 ). Only reactive strategies can be developed to minimise loss. A low level of organisational responsibility occurs on technical error accidents as the organisation can hardly do much about technical errors. However, organisations should bear the main responsibility for preventable crises as they involve human errors ( Coombs, 2019 ). Natural disasters are the most common type, and the other two are mainly related to complaints on social media.

3.3. Methodological design of previous research

Almost half of the studies adopted quantitative research methods (215 studies, 42%). Approximately 34% of the papers relied on qualitative research methods (174 studies). Only 24 studies (4.7%) integrated both qualitative and quantitative research methods. And there also appeared 99 conceptual papers. In terms of research design, exploratory design (qualitative) dominated (159 studies, 31.1%). Most researchers used in-depth interview and focus group in exploratory design. This research design is followed by adopting primary data from surveys (139 studies, 27.1%) and using secondary data and databases (74 studies, 14.5%). For the statistical and analytical methods of research, the main method was identified for each paper. Most qualitative studies relied on case studies (85 studies, 16.6%) and content analysis (81 studies, 15.8%). Descriptive analysis (54 studies, 10.5%) and regression analysis (40 studies, 7.8%) were primarily used in the quantitative studies. When appeared more than one method of analysis was utilised (for example, both descriptive and regression analysis), only the most complex method was counted (in this case, regression analysis) ( Table 5 ).

Analysis by research methodology (N = 512).

3.4. Traditional Research focus

The research themes in the literature were organised in such manner: Papers with a specific topic of crisis management, risk management or disaster management were grouped under the category carrying the name of the focal topic, such as crisis impact, crisis recovery and risk perception. Papers on crisis management in general ( Beirman, 2001 ) or focusing on crisis management in relation to other topics, for example, brand management ( Balakrishnan, 2011 ), or those on more than one topic of crisis management such as crisis preparedness and organisational learning ( Anderson, 2006 ) were all included under a category named “Crisis management/with multiple topics”. Similar logic was applied to the “Risk management/with multiple topics” category, which included papers embracing risk management in general ( Angel et al., 2018 ) or multiple topics regarding risk identification, the influential factors and related risk management practices ( Chen, 2013 ). This logic was further applied to the “Disaster management/with multiple topics” category. Another category refers to COVID-19, which has been a hot topic since last year. All the COVID-19 papers that concerned about crisis and/or crisis management were put under this separate category. Such arrangement could help summarise the focuses and trends of COVID-19 research and facilitate the researchers who may have continuing interests to explore further in future years. Lastly, the remaining papers hardly put into previous categories were put under the category of others. As a result of adopting the above rationale in papers classification, among the reviewed studies, 16% (82 papers) were related to crisis management/with multiple topics and 15.4% (79 papers) related to COVID-19. These two primary categories were found in terms of the number of papers collected ( Table 6 ). Risk management/with multiple topics is the second runner-up with 13.7% (70 papers). Risk perception was found with 44 papers (8.6%). Crisis impacts involved 32 studies (6.3%), and crisis recovery was examined in 31 studies (6.1%). Further, fairly sufficient, 21 papers focused on crisis resilience (4.1%), 18 papers investigated crisis communication (3.5%) and 15 papers examined crisis response (2.9%). Disaster management/with multiple topics was studied by 20 papers (3.9%), and disaster recovery was investigated in 16 papers (3.1%). The areas worthy of significant note have collected even less than 10 papers in the study period, inclusive of crisis preparedness and prevention, learning, risk assessment and communication ( Table 6 ).

Crisis management research focus (N = 512).

The most explored research foci in the study period included crisis management/with multiple topics, risk management/with multiple topics, and disaster management (event). Crisis impact and crisis recovery, as well as risk perception also involved more than 30 papers respectively, that can represent the traditional focus of crisis management research at the theoretical level. The COVID-19 theme has more than 70 papers published (N = 79) in 2020, which surprisingly made it as one of the top ranking research themes in the summary. Its discussion will be presented in the next section involving the emerging research themes over the last decade (2010 to present).

3.4.1. Crisis management/with multiple topics

Crisis management has attracted academic attention for the entire study period. Anticipating crises and responding to them accordingly is crucial ( Henderson, 1999a ). A crisis or disaster management framework based on the model by Fink (1986) was proposed. Six elements of responses were suggested: precursors, mobilisation, action, recovery, reconstruction and re-assessment, and review. Risk assessment and disaster contingency plans were provided ( Faulkner, 2001 ). The crisis management framework of Ritchie (2004) follows the prescriptive model Richardson (1994) applied on the tourism industry: pre-crisis; crisis event and post crisis. This ‘one size fits all’ approach might cater to all sudden events ( Speakman & Sharpley, 2012 ).

By contrast, chaos theory assumes a random, complex and dynamic situation. That theory was used to explain the Mexican H1N1 crisis. Companies in the tourism industry operate in a relatively stable situation but are subject to unexpected attacks. The trigger case in Mexico is an outbreak of the H1N1 disease ( Coles, 2004 ; Speakman & Sharpley, 2012 ).

Co-management's characteristics ‘have been identified in the literature: (1) pluralism, (2) communication/negotiation, (3) transactive decision-making, (4) social learning, and (5) shared action/commitment’ ( Pennington-Gray et al., 2014a , 3). That management refers to combining resources from various stakeholders in the community for crisis management ( Pennington-Gray et al., 2014a ).

Researchers neglected crisis preparation and organisational learning in the tourism industry ( Clements, 1998 ; Cheung & Law, 2006 ; Anderson, 2006 ). In practice, large companies do have crisis management plans, unlike small business and tourism operators ( Cushnahan, 2004 ; Gruman et al., 2011 ).

3.4.2. Crisis impact

The Asian financial crisis and global economic crisis of 2008/09 affected the tourism industry ( Boukas & Ziakas, 2013 ; Henderson, 1999c ; Jones et al., 2011 ). In these events, people generally lost their spending power. If a host country suffers from a domestic crisis, then it usually attracts more visitors from other countries because of devaluation of the host country's currency ( Khalid et al., 2020 ). The lower demand for local tourism is counter-balanced by the arrival of more international tourists.

Usually, crisis impact could be measured by the drop of the number of inbound or outbound tourists and the spending of visitors ( Jin et al., 2019 ; Khalid et al., 2020 ; Wang, 2009 ). In turn, the impact would be reflected by economic indicators, such as the unemployment rate of the tourism industry ( Blake & Sinclair, 2003 ). People must also be convinced that everything is back to normal before they travel again.

The studies concentrated on sales loss and the drop in customers ( Jones et al., 2011 ; Liu, 2014 ). Financial ratio analysis is more objective but usually cannot capture instant impacts. Few investigations employed stock price to measure the effect of crises. Abnormal returns were a good indicator of the future earnings of a listed company ( Seo et al., 2014 ). Another dimension is the emotional aspect. Anger and outrage are emotional responses from customers. These reactions produce intangible effect on corporations ( Coombs & Holladay, 2010 ).

Aside from the economic impact, environmental and social cultural impacts must also be considered. For instance, the natural environment is vulnerable to disaster risks. Pollution problems could also affect the image of a city such as Beijing ( Tsai et al., 2016 ). From a social cultural perspective, local culture should be protected and revived.

3.4.3. Crisis recovery

The process wherein tourism operators' attempt to return to normal business and achieves good economic performance after a crisis is called crisis recovery ( Coombs, 2019 ). Various crisis recovery approaches were proposed. Restoration of confidence, media role, other stakeholder support and speed of the response are critical success factors for crisis recovery ( de Sausmarez, 2007a ). Analysis of the crisis, audience and place must be conducted before formulating a media strategy. The message source, target audience and the message itself are essential features for designing the media strategy in attempt to repair the image of the place ( Avraham & Ketter, 2017 ). In summary, image recovery is vital ( Ryu et al., 2013 ).

Other than media strategy, turnaround strategies usually entail increasing income and decreasing cost ( Campiranon & Scott, 2014 ). Price discount appears to be a common recovery strategy applied in the hospitality and tourism industry ( Kim et al., 2019 ; Okuyama, 2018 ).

A marketing program is a usual tactic in crisis recovery ( Carlsen & Hughes, 2008 ; Chacko & Marcell, 2008 ; Ladkin et al., 2008 ). Celebrity endorsement was also one of the best ways for implementing recovery marketing plans. Marketing campaigns should be continued after a crisis ( Walters & Mair, 2012 ). Some researchers expressed reservations about marketing programs. They instead prefer a demarketing approach if the place was seriously damaged and remains unsafe for visitors ( Orchiston & Higham, 2016 ).

3.4.4. Risk management/with multiple topics

Risk management is important for business operations ( Bharwani & Mathews, 2012 ). However, different companies may present different levels of risk appetite in terms of their willingness to manage risks ( Zhang, Paraskevas, & Altinay, 2019 ). The main types of business risks include operating risks, strategic risks and financial risks ( Harland et al., 2003 ). Financial risks can be categorised as systematic (common to whole economy) and unsystematic risks (firm-specific) ( Chen, 2013 ). According to Oroian and Gheres (2012) , all internal risks (e.g. organisational risks) and external risks (e.g. nature, competitiveness, economic, political and infrastructure risks) should be considered. Chang et al. (2019) found that financial risks, competing risks and supply chain risks may be classified as high priority by the travel industry.

Given the nature of the industry, hospitality and tourism companies may possibly face more particular environmental risks ( Böhm & Pfister, 2011 ; Cunliffe, 2004 ; Hillman, 2019 ), such as the weather conditions and climate change ( Ballotta et al., 2020 ; Bentley et al., 2010 ; Córdoba Azcárate, 2019 ; de Urioste-Stone, 2016 ; Hopkins & Maclean, 2014 ; Steiger et al., 2019 ; Tang & Jang, 2011 ), which will result in financial risks ( Franzoni & Pelizzari, 2019b ) and other types of business risks for companies.

Regarding risk management and practices, various risk mitigation and reduction strategies have been studied. Loehr (2020) proposed a Tourism Adaptation System for this purpose. Portfolio analysis was adopted for risk reduction and management in the industry ( Minato & Morimoto, 2011 ; Tan et al., 2017 ). The scenario planning approach was also employed by Orchiston (2012) for risk forecasting. Safety and security measures, through security checkpoints, security systems and procedures, are of vital importance in operational strategies ( Daniels et al., 2013 ; Peter et al., 2014 ). However, Rantala and Valkonen (2011) argued that safety issues in the hospitality and tourism industry are complex because of the infrastructure and technology, lack of experiences for customers and employees, and the safety culture in the industry. Vij (2019) examined the views of senior managers in the hospitality industry and highlighted the urgent safety need regarding cyberspace and data privacy. Stakeholder collaboration might be also considered for sharing the responsibility in risk management ( Gstaettner et al., 2019 ). As for the aspect of risk transfer, insurance contracts ( Dayour et al., 2020 ; Franzoni & Pelizzari, 2019a ) is a traditional focus for mitigating the negative impacts through transferring the risks to third parties. Nevertheless, that approach was not a common practice in the industry ( Waikar et al., 2016 ).

3.4.5. Risk perception

This work found that many risk perception-focused studies were conducted in the tourism context. Mass tourists are generally risk adverse in unfamiliar surroundings. The risks related to health, crime, accident, environment and disasters greatly affect the tourists' decision-making ( Carballo et al., 2017 ; George, 2010 ; Hunter-Jones, 2008 ). Some studies categorised those risks into physical, financial, psychological and health risks ( Jalilvand & Samiei, 2012 ; Sohn & Yoon, 2016 ). According to Carballo et al. (2017) , some risks for tourists can be controllable (e.g. illness and sunburn), whereas others are not.

The causes leading to the risk perceptions of tourists included demographic (e.g. age and nationality) and individual trip-related characteristics (e.g. visit purpose and frequency of travel) ( George, 2010 ; Jalilvand & Samiei, 2012 ), past experiences ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), marketing communications ( Lepp et al., 2011 ; Liu-Lastres et al., 2020 ), media effects ( Kapuściński & Richards, 2016 ; Rashid & Robinson, 2010 ), mega-events, such as the FIFA World Cup) ( Lepp & Gibson, 2011 ) or Olympic Games ( Schroeder, Pennington-Gray, Donohoe, & Kiousis, 2013 ), as well as the destination risk management measures ( Toohey et al., 2003 ). Different directions of research or research findings were noted. Rashid and Robinson (2010) believed that the media effects exaggerated the risk perceptions. Kapuściński and Richards (2016) found that the media could either amplify or attenuate risk perceptions. George (2010) and Jalilvand and Samiei (2012) tended to compare the tourists' gender, age and trip-related characteristics for risk perception, but the latter study found more obvious difference among the groups.

Risk perceptions were also found to negatively impact various constructs. However, the dependent variables were overwhelmingly concentrated on destination image ( Chew & Jahari, 2014 ; Lepp et al., 2011 ; Liu-Lastres et al., 2020 ; Sohn & Yoon, 2016 ) and revisit intention ( Chew & Jahari, 2014 ; George, 2010 ; Zhang, Xie, et al., 2020 ). Other outcomes of risk perception, such as tourist hesitation ( Wong & Yeh, 2009 ), destination attitude ( Zhang, Hou, & Li, 2020 ), satisfaction and trust ( Wu et al., 2019 ), emotion ( Yüksel & Yüksel, 2007 ), recommendation to others ( George, 2010 ), decision-making process ( Taher et al., 2015 ) and travel behaviour modification ( Thapa et al., 2013 ), were also investigated.

Note that tourists may be motivated by risk-taking behaviours ( Cater, 2006 ; Chang, 2009 ). These tourists possibly favour novelty and adventurous tourism activities. Examples of risk-taking contexts in the hospitality and tourism industry include gaming ( Chang, 2009 ), mountain climbing ( George, 2010 ; Probstl-Haider et al., 2016 ) and other adventurous activities ( Cater, 2006 ). Pröbstl-Haider et al. (2016) indicated that the risk-taking behaviour may be attributed to the tourists' experience, participation frequency and commitment, their risk perceptions and the individual trade-off of risks.

3.4.6. Disaster management/disaster event (description)

This study consolidated disaster management and disaster event (description) into one generic category for subsequently summary and discussions. Following previous classical literature on disaster management ( Faulkner, 2001 ; Prideaux et al., 2003 ), disasters can be considered as unpredictable or unprecedented crisis situations with great complexity and gravity. Ritchie (2008) summarised the many natural disasters frequently studied in tourism literature as comprising hurricanes, flooding and tsunami, earthquake, biosecurity and diseases (e.g. foot and mouth disease and SARS). Huan et al. (2004) dubbed these incidents as ‘no-escape’ disasters.

As a result of the disasters, tourist fatalities may occur while the destination and business facilities are severely devastated ( Cohen, 2009 ). Different hospitality and tourism sectors may experience remarkably varied challenges ( Henderson, 2007 ). Previous literature also recorded a comparison across disasters for certain destinations ( Prideaux, 2003 ) or for the investigation of disasters across different destinations ( Bhati et al., 2016 ). Many studies focused on business and destination resilience ( Bhaskara et al., 2020 ; Bhati et al., 2016 ; Filimonau & De Coteau, 2020 ; Ghaderi et al., 2015 ; Lew, 2014 ). Hospitality and tourism business normally react without warning, deal with existing staff, reduce salaries over the short-term and consider rebuilding tourist confidence over the long-term ( Henderson, 2005 ). Filimonau and De Coteau (2020) emphasised that the destinations studied fail to react effectively. Ghaderi et al. (2015) found that the primate enterprises lacked knowledge and analysis of disasters to prepare for the future.

Faulkner (2001) presented a tourism disaster management framework that incorporated six stages: pre-event, prodromal, emergency, intermediate, long-term recovery and resolution. He suggested destination marketing and communications, risk assessment, disaster management teaming and disaster contingency plans as examples of management strategies. This seminal model was applied for different disaster case studies ( Faulkner & Vikulov, 2001 ; Miller & Ritchie, 2003 ). Walters and Clulow (2010) examined previous literature and indicated that disaster-recovery marketing may be ineffective for areas affected by disasters. By contrast, Biran et al. (2014) argued that even disaster attributes can possibly motivate certain future tourists.

4. Discussion on emerging research themes from 2010 to present

In Fig. 1 , the Y-axis showcases the number of publications that studied crisis management in the hospitality and tourism industry. The X-axis records the years. Obviously, an increasing trend occurred for the relevant publications over the past 36 years. Five distinct peaks were identified in these publication waves: the years 1999, 2008, 2013, 2017 and 2020. Publishing an academic paper usually takes two to three years from the start of an initial idea. In many cases, researchers can only observe impacts and report their findings several years after a crisis event, for example, during the Asian financial crisis in 1997 and the wars in 1990s (including the Gulf War, 1990–91; Croatian War, 1991–95; Bosnian War, 1992–95 and the Afghan War, 1990–2001). Studies published in 1999 mainly involved the financial crisis and the terrorism at that time. However, the papers recorded in 2008 included the impacts of the 9/11 terrorist attack in 2001. Papers in the year 2013 were mostly related to the financial crisis which dated back to 2007 and 2008. Papers with political topics were published in 2017/18. Many COVID-19 papers were published in 2020. Four major themes emerged in the last decade (year 2010-present), namely the health-related crisis, social media, political disturbance and terrorism crises ( Table 7 ).

Research areas for crisis management studies in last decade (Year 2010 to Present).

4.1. Health-related crisis (including COVID-19)

The 2006 Avian Flu, Year, and the 2003 SARS, the 2001 Foot and Mouth disease are notable health-related crisis events that impacted the hospitality and tourism industry ( Baxter & Bowen, 2004 ; Chien & Law, 2003 ; Page et al., 2006 ; Tew et al., 2008 ). Further, 284,00 deaths were recorded in the 2009 Swine flu. Tourism loss was US$2.8 billion ( Rassy & Smith, 2013 ). Recent case of health-related crisis event is the Ebola outbreak in 2014 and 2015. The outbreak affected the Africa tourism industry by 5% revenue reduction in year 2015 ( Novelli et al., 2018 ). Lyme disease was studied from the perspective of tourism management ( Donohoe et al., 2015 ). The impact of Zika outbreak for 2016 in Latin America and the Caribbean caused losses of US$3.5 billion in tourism industry; and no vaccine is available ( World Bank, 2016 ). In the same year, the global outbreak of Dengue fever led to even severe economic impact of US$8.9 billion ( Shepard et al., 2016 ). The recent global outbreak of COVID-19 in 2020 is undeniably a vastly emerging research focus. An overview of health-related events has been presented by Hall et al. (2020) .

Large number of papers in COVID-19 has been published within a short period of time. Most of the papers tended to study the impacts of COVID-19 in hospitality and tourism industry ( Bulin & Tenie, 2020 ; Jaipuria et al., 2020 ; Knight et al., 2020 ; Qiu et al., 2020a , b ; Seraphin, 2020 ; Uğur & Akbıyık, 2020 ), some of which focused on particularly the hotel industry ( Bajrami et al., 2020 ; Vo-Thanh et al., 2020 ). Besides, some provided directions for recovery ( Yeh, 2020 ). For instance, using a private dining room or table could be one of the solutions in restaurant industry ( Kim & Lee, 2020 ). Resilience is another topic of discussion ( Butler, 2020 ). Rittichainuwat et al. (2020) found that the Thai hospitality, bleisure (business and leisure) and international standard venues are key factors for resilience of the exhibition industry. For tourism industry, travel after pandemic is arguably associated with protection motivation and pandemic travel fear ( Zheng et al., 2021 ).. Research topics could be about perceived risk and tourist decision making ( Matiza, 2020 ). In terms of the research methodologies in this research theme, most of the papers appeared to be conceptual papers ( Baum & Hai, 2020 ; Bausch et al., 2020 ; Haywood, 2020 ; Li et al., 2020 ; Zenker & Kock, 2020 ). A few qualitative studies used in-depth interview ( Awan et al., 2020 ; Loi et al., 2020 ) while some others adopted case studies ( Breier et al., 2021 ; Neuburger & Egger, 2020 ). Quantitatively, some relied on online survey ( Karl et al., 2020 ) or telephone survey ( Pappas & Glyptou, 2021 ) due to pandemic constraints.

Without effective crisis management in this regard, the entire hospitality and tourism industry could hardly recover by rebuilding tourists and guests' confidence who suffer from health-related crises, with no exception of COVID-19. According to Coombs (2019) , there are four stages in crisis management: crisis prevention, crisis preparation, crisis response and crisis recovery. The purpose of crisis prevention is to detect warning signals and to stop any possible negative events. Certain disasters cannot be prevented even for early preparation. Crisis management plan needs to list out every step we need to follow when crisis happens. A team can be organised beforehand to carry out some rehearsals regularly. Immediate, transparent and consistency are the basics in preparing crisis response. In post crisis period, people need to learn from the past, including the mistakes made. Business continuity plan guides us to recover from crisis quickly ( Coombs, 2019 ; Fung et al., 2020 ). These should be the basics of lessons for effective crisis management derived from the different health-related crisis events in history and the COVID-19 outbreak as well. All stakeholders should consolidate their knowledge and experiences to better prepare for the future.

4.2. Social media theme

Over the past decade, companies in the hospitality and tourism industry have greater attention to the use of social media in practice. Social media can distribute news over distances within a short period of time. That media could co-ordinate with different stakeholders in crisis events ( Antony & Jacob, 2019 ; Maia & Mariam, 2018 ). Meanwhile, a wide range of stakeholders (i.e. individual customers, governmental bodies, activist groups, rescue teams, consumers' bodies, mass media and others) can take part in management through social media ( Sigala, 2012 ). Zeng and Gerritsen (2014) summarised the social media research in tourism and highlighted clearly (p.34) that ‘giving its mobility and facility for instant interaction, social media can be expected to play a more important role in tourism destination management, particularly in crisis management … ’ Sigala (2012) further revealed that social media can be utilised throughout the different stages of crisis management involving mitigation, preparedness, response and recovery. For example, Schroeder and Pennington-Gray (2015) studied the effect of social media in crisis communications. Travellers may possibly refer to feedback from social media in search of related information when a crisis occurs. Instead of discussing crisis impacts on tourism sectors in Hong Kong, researchers attempted to focus on the crisis communication through social media which affects social media users' subsequent attitude ( Luo & Zhai, 2017 ). Social media can also be used in the revision stage to develop resilience and adaptability. Moreover, social media has employed in fundraising events and in creating emotional support after crisis ( Coombs, 2019 ).

4.3. Political disturbances theme

The past decade witnessed a few examples of political disturbances or social movements ( Monterrubio, 2017 ). In Thailand, Cohen (2010) examined the sources of airport occupation. The occupation was a social movement opposed to the Thailand government. The movement changed the safety destination perception of Thailand and affected the tourism industry in the long term ( Cohen, 2010 ). In Hong Kong, the ‘yellow vest’ movement occurred on November 17, 2008. Protesters decided to continue to protest every Saturday. That situation might generate an unsafe image for incoming tourists ( Derr, 2020 ). A political event called Occupy Central in 2014 and 2015 in Hong Kong also requested for the election of a Chief executive. ‘Central’ is a place in Hong Kong that encompasses many important business and government offices. Another social movement involved Hong Kong's anti-extradition law amendment bill in 2019. These occurrences strongly impact the peaceful image of Hong Kong.

4.4. Terrorism theme

Unquestionably, the hospitality and tourism industry is vulnerable to terrorism. Tourists might possibly switch to other travel destinations because of perceived terrorist threats to their intended destination ( Sönmez et al., 1999 ; Walters et al., 2019 ). Terrorism has become a popular theme of research since 2001, when the terrorist attack of historic significance occurred on 11 September in the U.S. ( Evans & Elphick, 2005 ; O'Connor et al., 2008 ; Taylor, 2006 ; Yu et al., 2005 ). |Another example involves the targeting of Bali tourists by Al Qaeda in 2002 ( Xu & Grunewald, 2009 ).

Some terrorism-related studies from past decade focused on the hotel industry. One research indicated that terrorism affects the brand image of a local hotel if an attack from terrorists occurs on the destination. Thus, protecting the brand equity is an effective strategy ( Balakrishnan, 2011 ). Another paper compared the impacts of 9/11 on hotel room demand to those during the financial crisis of 2008 ( Kubickova et al., 2019 ). Stahura et al. (2012) emphasised that crisis management planning is essential when the industry confronts potential crisis from terrorist attacks.

5. Research opportunities

Following a systematic analysis of traditional research focuses over the 36 years and emerging research themes over the last decade, a new conceptual framework was presented in Fig. 4 to highlight the proposed future research directions of crisis management in the hospitality and tourism industry. Further research areas were identified using a TCM (Theory-Context-Method) model ( Paul et al., 2017 ) presented in three layers.

Conceptual framework for future research of crisis management in hospitality and tourism industry.

The outer layer related to the crisis management at the theory level. Traditional research foci at the theoretical level appear to include crisis management/with multiple topics, crisis impact, crisis recovery, risk management/with multiple topics and risk perception and disaster management. Unfortunately, little attention has been paid to crisis management education and training, a feature which was rather regarded as the most effective method of crisis management in the long run for the tourism industry ( Henderson, 1999a ). The literature review also entailed relatively less academic attention to crisis prevention and preparedness, risk assessment and risk communication. In the second inner layer, proposed contexts of crisis management research were presented. The health-related crisis events including COVID-19, data privacy, digital media, political-related crisis events as well as other less explored contexts are suggested for the future research of crisis management in the hospitality and tourism industry. It should be noted further that the health-related, data privacy and political-related crisis events are also related to the digital media area. This situation indicates that the transmission of crisis information is rather faster than ever before through digital media, so that management of various crises should be examined in this era of digital media. Meanwhile, the less explored industry sectors and contexts should be studied. The core and the inner layer suggest adopting new analytical research methods for designing various research and analysing related data. The following will detail the proposed future research areas and identify specific research questions for the benefit of future researchers ( Table 8 ).

100 specific future research questions in the ten future areas.

5.1. Theory development

Fink (1986) 's four stage model is influential in crisis management studies. His four-stage model was applied in diseases (1) prodromal, hints of potential crisis; (2) breakout; (3) chronic, the effect of crisis persists; (4) resolution, some clear signals the crisis is no longer a concern ( Fink, 1986 ). The other influential model is from Mitroff (1994) . His five stages model turns Fink's descriptive model to prescriptive approach. Crisis management efforts was divided into five phases: signal detection, prevention, damage containment, recovery and organisational learning ( Mitroff, 1994 ). Faulkner (2001) made a good comparison of the models. In fact, previous research have also indicated the cycling loop of crisis management ( Xu & Grunewald, 2009 ). For instance, Pursiainen (2018) explicitly explained the crisis management circle with some suggested procedural steps (prevention, preparedness, response, recovery, learning, risk assessment). This further provides the solid theoretical foundation for Fig. 4 that the proposed future research areas at theoretical level stay at different cycling stages in crisis management: from crisis prevention and preparedness to risk communication to crisis management education & training, and then to risk assessment, which has been also considered to pave the way for the next round of crisis prevention and preparedness.

5.1.1. Crisis prevention and preparedness

Papers on crisis preparedness (9 papers) and crisis prevention (7 papers) are notable fewer. In fact, preventing the crisis from happening is the best crisis management strategy. Crisis preparedness takes up most of a crisis manager's time ( Coombs, 2019 ; Pforr & Hosie, 2008 ). The recovery and experiences of crisis handling of one time can be translated into the crisis preparedness and precaution measures for the potential next time. The awareness and recognition of possible crises by managers and staff can be strategically important throughout the learning process and crisis management cycle ( Xu & Grunewald, 2009 ).

5.1.2. Risk communication

Compared to the risk management (68 papers) and risk perception (41 papers) categories, prior literature records only one paper ( Heimtun & Lovelock, 2017 ) which focused on ‘risk communications.’ Risk communication is indeed important in the hospitality and tourism industry. An uncertainty always exists because of the weather or some other uncontrollable factors. Risk communication is important when they promote tourism products to prospective customers ( Heimtun & Lovelock, 2017 ). It also relates to legal issues. For example, travel companies and tour organisers should explicitly explain to potential tourists the types of risks involved and tourists (risk bearers) could also express their concerns and fears about the risks in the process of their decision making. The outcomes of risk communication are expected to enhance customers' risk awareness and help them take personal proactive actions. The appropriate overestimation of risk can be also effective for helping consumers make decisions while avoiding possible legal risks ( Coombs & Holladay, 2010 ).

5.1.3. Crisis management education and training

Special attention should also be given to crisis management education and training in hospitality and tourism-related programmes. In the ever-increasingly diversified and changing market, hospitality and tourism companies have an urgent need of specialists and professionals in crisis management for their sustainable and healthy business development. Graduates equipped with relevant knowledge and working experiences will be highly needed by the industry. The presence of an experienced leader and crisis team consisting of qualified staff can be strategically significant in the different stages of crisis management in the tourism industry ( Ritchie, 2004 ). Surprisingly, scare research exists in this regard.

In this study, the US, Australia and the UK were well represented in terms of the leading authors of crisis management studies in the hospitality and tourism industry. Academic platforms may favour more interested researchers in this area who originate from other places. The cross-cultural approach is also strongly recommended for systematic comparisons of the findings generated from different cultural backgrounds. Future research could be extended to more developing countries, such as China and Vietnam, to compare their crisis prevention measures.

5.1.4. Risk assessment

Less than 10 papers focused on risk assessment, a figure which could suggest a future research direction. Undeniably, hospitality and tourism companies may be interested in identifying the possible risks according to their frequency, scale and level of loss, and assess their influences for developing effective risk management strategies ( Tsai & Chen, 2010 ). Roe et al. (2014) summarised many methodological approaches that are currently adopted to assess and manage the various risks, particularly environmental ones. They exemplified with the Environmental Impact Assessment, Environmental Audit and Ecological Footprint with support of Delphi Technique. In fact, tourists can also learn from the risk assessment results to manage their holiday travel plans and decide insurance purchase ( Olya & Alipour, 2015 ). However, as each assessment methodology has its own merits as well as limitations, methodological innovations and comprehensive assessment models are expected for future research, particularly in the hospitality and tourism context owing to the lack of research output in this regard ( Tsai & Chen, 2010 ).

5.2. Context

5.2.1. covid-19 (coronavirus disease 2019).

COVID-19 has threatened the lives and health of people globally and seriously disrupts the traffic flow of people worldwide. Hotels, travel agencies, airlines and all sorts of related industries face a serious challenge in 2020 ( Gössling et al., 2020 ; Qiu et al., 2020a , b ). In fact, the world may see a co-occurrence of various health risks and diseases in future. With lessons derived from COVID-19, health-related crisis management could be a universal issue.

The COVID-19 pandemic may not be over in year 2021 although different vaccines are available. Tourism and hospitality industry will still be seriously affected. Firstly, the impacts on the industry have already been estimated for the year 2020.70% of hotel employees have been laid off and 4.6 million supporting jobs was lost in United States ( American Hospitality and Lodging Association, 2020 ). The forecasted impacts for the year 2021 are still in progress and not yet available. Secondly, there could be new models for people travelling for leisure or business after the pandemic. Thirdly, new business model may evolve for the hotel, airlines, catering, or even the sharing business ( Farmaki et al., 2020 ).

5.2.2. Data privacy in hospitality and tourism

Today, most organisations are using information technology as a main or supplementary tool for their business operations and management. Extensive organisational/customer sensitive information is stored and/or processed in digital format, particularly when using social media for communications. Loss of confidential information would be disastrous for a company. Note that any inappropriate processing of such sensitive and personal information may cause great damage to organisational reputation with the expected decline of customer trust and loyalty ( Watson & Rodrigues, 2018 ). This fact was highlighted with no exception in the hospitality and tourism industry ( Chen & Jai, 2019 ). Unfortunately, very few papers have addressed this issue. Chen and Jai (2019) explored a research agenda to examine the relationship between data breach or privacy issues and customer relationship building and loyalty. They also suggested checking the different levels of privacy concerns by customers and their impacts.

5.2.3. Political-related crisis events

Many political-related crisis events also have impacts on hospitality and tourism industry. For example, in a historical sense, the US-Iran conflict has long influences over the development of Iran's tourism industry ( Estrada et al., 2020 ; Khodadadi, 2018 ). Recently, the Hong Kong extradition bill controversy (2019–2020) also shook Hong Kong's society and the tourism industry in particular ( Lee, 2020 ). More researchers are expected to express interest on these cases to discuss different research questions. These cases are related to risk and crisis management for destination marketers and various stakeholders. However, the natures of these circumstances vary, a situation which could possibly generate dissimilar research findings and shed light in the crisis management field. Future researchers could investigate the effects of crisis types on crisis management with case studies of new crisis events ( Coombs, 2019 ).

5.2.4. Digital media theme

Digital media plays a major role in future. People may like to use social media more often to express and share their views. However, a crisis may occur for the companies that fail to adequately manage the social communications of their products and brands. For example, customers may complain on social media. How the complaint is transmitted through the Internet and the responses from the organisation are rather practical topics for researchers. Ryschka et al. (2016) is one of the few to explore how a company's response to a crisis raised on social media affects its reputation. Their results showed that the speed of response is important as well as the brand familiarity and cultural values. Unfortunately, their research context (cruise industry) has its special nature and may not be applicable to other industry sectors or businesses at large. Sigala (2012) indicated that future studies could analyse role of social media in crisis communications and its impacts on organisation image. The factors that contribute to the motivations and barriers of using social media by companies can also be studied accordingly ( Sigala, 2012 ). Luo and Zhai (2017) highlighted the need for further research about cyber nationalism and bilateral relationships concerning the tourism boycott and destination crisis.

5.2.5. Other less explored contexts

Most of the reviewed crisis management studies focused on hotels as a sector of the hospitality and tourism industry. Studies should be more diversified across other sectors of the industry. Certain hospitality and tourism industry sectors are under-explored, including airlines, travel agencies, restaurants, the conference sector, ocean cruising, theme parks and wellness spas. For instance, any destination and tourism crisis may affect tour operators and travel agencies which play an important role in tourism flows ( Cavlek, 2002 ). Emphasis on tour operators is suggested for their strategic importance towards destination recovery in the post-crisis period ( Cavlek, 2002 ). The airline industry is also very sensitive to economic downturns and global crises ( Hatty & Hollmeier, 2003 ). Accordingly, the companies involved in that industry may be unable to adjust immediately when facing declining demands in the market. Sangpikul and Kim (2009) identified different factors of barriers affecting the convention and meeting industry. For example, they revealed political unrest as the source of crisis for the MICE (Meeting, Incentive, Conventions and Exhibitions) industry. However, few studies have investigated this sector.

Previous crisis management research relied on traditional methodologies including case studies, content analysis, descriptive analysis and regression analysis ( Table 5 ). Researchers could consider analysing images and/or pictures of the crisis event. Case study in crisis research usually involves with very small sample size. Two diseases cases (SARS and H1N1) were covered in a crisis management study ( Fung et al., 2020 ). Generalization of a case study usually is a difficult task for researcher. Thus, case study sometimes was conducted by way of an exploratory study; or simply used to test a pre-established theory. Besides, case study would also be used to demonstrate a good crisis management practice and propose a relationship or association among variables ( Eisenbhardt, 1989 ). As a whole, case study is a perfect choice to explain and answer the questions on “how” and “why”.

Researchers can consider qualitative comparative analysis. In literature, less than one percentage of crisis management articles used qualitative comparative analysis (see Table 5 ). Most of the focal researches examined relationships among variables in a linear manner using regression analysis and ignored the complexities that might possibly exist across the variables. Even in the case of low level of multi-collinearity, one variable might depend on the other explanatory variable ( Woodside, 2013 ). Often, the impacts on tourism due to crisis might not work in a linear relationship. The qualitative comparative analysis can be a suitable analysis method ( Papatheodorou & Pappas, 2017 ).

5.9 percent or thirty of crisis management papers adopted structural equation modelling as their main analysis method ( Table 5 ). Partial Least Squares structural equation modelling (PLS-SEM) has not been used extensively in particular hospitality and tourism research but rather preferred in marketing and management studies in general ( Ali et al., 2018 ). Conceptually, PLS has some advantages including smaller sample size and less restricted data normality requirement. For example, with 5% significant level, minimum R-square 10% and number of arrows pointing at a construct is five, 150 samples is sufficient ( Hair et al., 2019 ). This fits the current research situation under pandemic concerns that achieving big sample size may not be an easy task. Moreover, models in risk perception sometimes evolve more than one dependent variable and some other mediating or moderating variables, such as perceived security, perceived risk, destination image or willingness to visit ( Zenker et al., 2019 ). Complex predicting model could be handled by PLS easily.

Conjoint analysis is sometimes used in hospitality research. For example, it could explain how tourists choose a particular hotel. It depends on a lot of considerations at the same time. Costs, time, word-of-mouth, activities, past experience and so on are possible reasons ( Suess & Mody, 2017 ). Only a subset of combinations needs to be tested in the field in order to get the answer. In crisis management research, crisis response can be one of the possible topics using this method. For example, one has to take into account different factors before formally making an apology for a customer complaint. Possible factors can include seriousness of crisis, crisis history, and responsibility of company ( Coombs, 2019 ).

6.1. Specific future research questions

Based on the above analysis, ten key future areas were identified. This study took a step further to prepare a total of 100 specific research questions ( Table 8 ) that warrant greater attention in the future. Research findings in these areas were also reported (first column of Table 8 ). Future researchers of crisis management in hospitality and tourism industry can take the specific questions as a direct reference to prepare their projects. Among these specific questions, some questions were reported as unanswered in the existing literature in these areas (second column of Table 8 ), thus being worthy of future research. Other specific questions (last column of Table 8 ) were generated from analyses in this study, after a critical review of literature.

7. Conclusions

This study systematically reviewed crisis management literature in the hospitality and tourism industry from 1985 to 2020, spanning 36 years; and found that only few articles were produced during earlier period. A sharp increase of related research interests emerged thereafter. This work analysed various major academic journals and presented the trends of their collection of crisis management studies; and discussed the study locations and authorship. Moreover, a systematic summary of the crisis types and the different industry sectors within the hospitality and tourism industry can be found this study.

Under the area of crisis management in the hospitality and tourism industry, traditional research foci were found to comprise crisis management and risk management/with multiple topics, disaster management, crisis impacts and recovery, and risk perception. This study summarised further that the main emerging themes over the last decade have revolved around health-related crisis including COVID-19, social media crisis, political disturbance crisis and terrorism crisis. The research cases and environments covered different industry sectors.

Crisis management research will likely be conducted continually with scholarly passion in the near future. A three-layer TCM (theory-context-method) framework for further research of crisis management in the hospitality and tourism is proposed. Ten directions are suggested for future research agenda: 1) crisis prevention and preparedness, 2) risk communication, 3) crisis management education and training, 4) risk assessment, 5) COVID-19 and other health-related crisis events, 6) data privacy in hospitality and tourism, 7) political-related crisis events, 8) digital media theme, 9) other less explored research contexts, and 10) adopting newer analytical methods and approaches. A summary of important works up to date and the suggested 100 specific research questions were also presented for future research purpose.

This study has its natural limitations, the papers collected were published within a specific time period (1985–2020). Using more keywords in literature search can found more papers in this field. Exploring this topic further at different academic platforms, particularly for those in languages other than English, can for sure generated more search results. Investigation of crisis management with a regional focus is also suggested for analysing the research outputs recorded in the local and regional languages.

Author statement

Wut, T. M.: Conceptualization; Data curation; formal analysis; funding acquisition; investigation; Methodology; original draft, Xu, B.: Funding acquisition; review and editing, Wong, S.: Project Administration; resources; supervision.

Declaration of competing interest

We declare that there is no potential conflict of interest

Biographies

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Wut, Tai Ming; Dr Wut is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University, where he teaches courses in risk management, crisis management and corporate social responsibility. His interdisciplinary research interests cover engineering management, corporate social responsibility and engineers' role in society. He has published papers in international journals such as International Journal of Consumer Studies and Young Consumers. He has also presented his papers in international academic conferences.

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Xu, Bill; Dr Bill Xu is a senior lecturer in the School of Professional Education and Executive Development, The Hong Kong Polytechnic University. With respect to research, he has published academic articles and book reviews in international journals like the Journal of China Tourism Research, the Asian Pacific Journal of Tourism Research, the International Journal of Contemporary Hospitality Management, Tourism Management, etc. He also presented papers in international academic conferences. His teaching and research interests include consumer behaviour and consumption experience (in tourism and hospitality management), tourism psychology and sociology, tour operations and wholesaling, China tourism and hotel businesses, hospitality management in China, and quality service management.

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Wong, Helen Shun-mun; Dr Helen Wong obtained her Bachelor of Arts (First Class Hons) from The Hong Kong Polytechnic University, Master of Science from the University of London, and Doctor of Business Administration from the University of South Australia. She is also a fellow member of ACCA, an associate member of HKICPA, and CGA. Dr Wong has a diversified business background and several years' accounting and finance experience in Hong Kong and Canada. Prior to joining HKCC, she had worked for various well-known organisations, such as PricewaterhouseCoopers, Hong Kong Stock Exchange, and the University of Toronto.

Appendix B Supplementary data to this article can be found online at https://doi.org/10.1016/j.tourman.2021.104307 .

Appendix A.

Location of first author (N = 512) (Extended version of Table 1 )

(Source: authors)

Impact statement

Crises events and crisis management often become research topics for hospitality and tourism researchers. However, review papers in this field are lacking. An updated systematic literature review of crisis management research in hospitality and tourism industry is highly needed for the time being, to show what has progressed in recent decades and what would possibly progress in the near future. Under the outbreak of COVID-19, more hospitality and tourism researchers are expected to develop their research interests in crisis management field in the near future. Our paper fills in the research gap to summarise and discuss the traditionally dominated crisis management research themes and the emerging themes over the last decade from 2010. Meanwhile, it also sheds lights in providing clear and detailed advice to future researchers through eliciting what kind of crisis management research areas and specific research questions can be considered.

Appendix B. Supplementary data

The following is the Supplementary data to this article:

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Six trends shaping new business models in tourism and hospitality

As destinations and source markets have changed, tourism and hospitality companies have evolved too. Six key trends have shaped business models in this sector over the past decade.

About the authors

This article is a collaborative effort by Caroline Tufft , Margaux Constantin , Matteo Pacca , and Ryan Mann , with Ivan Gladstone and Jasperina de Vries, representing views from McKinsey’s Travel, Logistics & Infrastructure practice.

In accommodation, asset-light models like franchising and management have proliferated, though luxury and small-scale brands are opting out. Consolidation has driven economies of scale. Hotels are looking to reclaim their relationship with guests, and almost two decades in, home sharing is charting its own course.

In the experiences space, reinvention is the name of the game. Cruises and theme parks have both focused on attracting new demographics while fine-tuning their revenue management strategies. Experiences remains a highly fragmented, legacy sector, creating massive opportunity for those able to crack the code on aggregation.

By considering the six trends, tourism and hospitality companies can gain insights on business practices for today—and on areas of future opportunity.

Accommodation: New models and value propositions

Large hotel brands have increasingly turned away from hotel ownership, scaling their business through franchising and management instead. The move is paying off. We find there is a 0.84 correlation between a hotel company’s share of franchised properties and its net profit margin.

Not all of hospitality is embracing asset-light model, however. Luxury hotel chains have resisted the trend, largely retaining in-house ownership to control standards. And smaller brands may find that they cannot reach the economies of scale that make the math of a franchise business work—focusing instead on creating distinctive experiences on a smaller scale.

Consolidation set the stage for the past decade. Several hotel brands quickly grew their foothold in key geographies and customer segments through strategic acquisitions, achieving economies of scale along the way.

As major hotels take a breather from a series of substantial acquisitions, further mergers between large hotel brands seem unlikely. However, tuck in acquisitions to target key growth demographics, like the luxury and youth categories, are likely to continue.

Another trend on the horizon is direct booking. Long reliant on online travel agencies, hotels are looking to reclaim their relationships with customers—both to cut down on intermediary booking fees and to learn more about their guests. Hotels are encouraging direct bookings through a variety of levers, ranging from best-rate guarantees to higher reward-earnings rates and improved mobile applications. 1 For example, Hyatt offers a best-rate guarantee for booking on hyatt.com and Marriott International is growing direct bookings. For more, see “Marriott sees record direct bookings at its hotels,” Skift, May 4, 2022.

Home sharing is here to stay. The segment has grown from 10 to 14 percent of booking value between 2017 and 2023, experiencing ups and downs in profitability along the way.

Recently, home sharing has positioned itself as more than a stand-in for traditional hotels. Airbnb’s recent advertising campaign “Get an Airbnb” leaned into the differences of home sharing from other hospitality offerings, emphasizing the space and privacy that renting a house can offer. 1 Samantha Shankman, “‘Get an Airbnb’ campaign challenges hotels,” Skift, August 30, 2023.

Home-sharing companies have also become a key distribution channel for smaller hotels, as they can offer more control over inventory and lower fees than other channels. In 2019, Airbnb reported a 152 percent increase in the number of rooms available for booking through its platform in boutique hotels, bed and breakfasts, and resorts. 2 “More hotels are using Airbnb,” Airbnb news release, January 16, 2019.

Experience providers: New segments and revenue streams

Cruises may only account for 2 percent of the overall travel and tourism market, but they have achieved 6 percent yearly revenue growth in the past decade. 1 McKinsey analysis of publicly listed tourism and hospitality companies’ Form 10-Ks. Attracting new travelers and providing new experiences have been key growth strategies.

Luxury hotels are capturing the new-to-cruising segment with the launch of yacht brands, purposefully positioned as a distinct experience from traditional cruises. Meanwhile, millennials are challenging stereotypes about cruising: of all cruise passengers, they are the demographic most likely to say they plan to cruise again (88 percent). 2 State of the cruise industry 2023: September 2023 update, CLIA, September 2023.

In parallel, cruises have fine-tuned their profitability through economies of scale and new revenue streams. Megaships have become the new normal, as ships with over 3,000 berths have grown from 27 to 47 percent of the global cruise fleet since 2015. Ancillary purchases such as onshore excursions and onboard casinos have also become a major source of growth, now accounting for 30 percent of revenue on average. 3 Calculated using the weighted average based on 2023 Form 10-Ks statements of publicly listed cruise companies.

Theme park attendance has grown 3 percent a year over the past decade, as theme park providers capitalize on new demographics and refine their revenue management strategies. 1 Global attraction attendance report , joint report from AECOM and Themed Entertainment Association, 2019.

Two new groups of visitors in particular are powering growth. First, the Asia–Pacific region accounted for much of the growth in theme park attendance in the past decade: of the total number of new visitors between 2013 and 2018, 57 percent were from Asia. Second, millennials are heading to parks in greater numbers, and not just for their children. A similar proportion of millennial parents (78%) and millennial nonparents (75%) say they are interested in going to a theme park. 2 Morning Consult survey, 2,201 participants, June 14–19, 2018.

To increase value from growing attendance, theme parks have become increasingly sophisticated in the field of revenue management. Demand-based pricing, tiered annual passes, and skip-the-line fees are all poised to go from pioneering to widespread practices.

Experiences are increasingly important to travelers, but the segment remains a highly fragmented space. Operators of activities ranging from walking tours to snorkeling outings tend to be small businesses with a limited digital presence.

This has created an opportunity for tech-forward companies to help travelers discover and book experiences. Destination marketing organizations have long played a role in this. For instance, VisitScotland helps visitors discover interesting activities like attending Harry Potter filming locations and whiskey tastings.

Several private companies that offer online discovery and booking platforms for travel activities, like Viator, GetYourGuide, and Klook, have achieved considerable growth in the US, European, and Asian markets. 1 Yeoh Siew Hoon, “GetYourGuide gets into pole position to win in $250b experiences market,” WIT, September 20, 2023. GetYourGuide grew its revenue fourfold between 2022 and 2023, Viator revenue was up 49 percent for the same time period, and Klook reported twice as many new customers in 2023 as in 2019. 2 “Klook completes US$210 million funding, embarks on a new era of profitable growth,” Klook news release, December 6, 2023; Mitra Sorrells, “With speculation of a sale in the air, Tripadvisor reports record revenue driven—again—by Viator,“ Phocus Wire, February 14, 2024.

Looking forward: Strategies to stay ahead of the curve

Where does this leave tourism and hospitality companies? Companies in any given sector tend to follow a power law curve : a small share of companies account for an outsize portion of both profits and losses. The tourism and hospitality sector is no different.

Over the past decade, publicly listed accommodation and experience providers grew revenue at 3 percent and 4 percent, respectively, roughly in line with global GDP growth. Accommodation providers increased their profits by five percentage points, while experience providers remained at an 18 percent average profit margin.

As stakeholders gear up for the next decade, there are things that businesses across the sector can do to sustain their hard-won growth—and profits. Moving forward, three strategies in particular can help tourism and hospitality companies stay on the leading edge of innovation.

Unbundle offerings

Hotel and experience providers can take a page from the airline playbook by unbundling rates and letting consumers pay for the exact experience they want. For example, at the time of booking, hotels can present guests with an individually priced bundle for a room on a higher floor, including breakfast and free parking—features that the guest’s past behavior suggests they would particularly value. Ensuring that guests can find their ideal room can lead both to increased revenue and increased satisfaction. A major hotel brand reported that guests chose to spend an additional $22 per night, on average, to customize their hotel room to their liking. 1 “IHG Hotels & Resorts revolutionizes booking experience through next-gen cloud solutions,” InterContinental Hotels news release, September 12, 2023.

Cross-sell exclusive experiences

For accommodation and transportation companies, partnering with experience providers to cross-sell a full journey provides an opportunity to tap into a growing area of traveler spending—and a chance to deepen the relationship with customers as a vacation creator. For example, airlines can partner with museums to offer discounted rates if booked at the time of the flight, or hotels can partner with a historical site nearby to offer early-hours admission. For uptake rates to become significant, the partnership needs to add value beyond mere cross-selling. Offering features like insurance or an option to buy now and pay later is one way to add value; creating a distinctive experience like a combined train and historic hotel journey is another.

Embrace a data-powered strategy

Tourism and hospitality entities individually hold a treasure trove of untapped data. Take Paris: hotels may see a surge in bookings for the “shoulder season.” Experience aggregator platforms might see that street food tours have attracted rising interest. Social media might reveal that a particular neighborhood is exploding in popularity. What special guest experiences could be created by combining these insights? Stakeholders can unlock new revenue streams by thinking through what data they hold that can be of value to others. More broadly speaking, combining multiple sources of data can help guide a strategy of unbundling and cross-selling to create more gratifying and pertinent experiences for travelers around the world. Embracing data isn’t just smart—it’s the future of travel.

Caroline Tufft is a senior partner in McKinsey’s London office, Margaux Constantin is a partner in the Dubai office, Matteo Pacca is a senior partner in the Paris office, Ryan Mann is a partner in the Chicago office, Ivan Gladstone is an associate partner in the Riyadh office, and Jasperina de Vries is an associate partner in the Amsterdam office.

The authors wish to thank Abdulhadi Alghamdi, Alessandra Powell, Alex Dichter, Cedric Tsai, Diane Vu, Elisa Wallwitz, Lily Miller, Maggie Coffey, Nadya Snezhkova, Nick Meronyk, Paulina Baum, Peimin Suo, Rebecca Stone, Sarah Fellay, Sarah Sahel, Sophia Wang, Steffen Fuchs, Steffen Köpke, Steve Saxon, and Urs Binggeli for their contributions to this article. The authors also wish to thank Mabrian for providing data.

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Crisis management research (1985–2020) in the hospitality and tourism industry: A review and research agenda

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