Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/91712
DC FieldValueLanguage
dc.contributorSchool of Hotel and Tourism Managementen_US
dc.creatorChanyasak, Ten_US
dc.creatorKoseoglu, MAen_US
dc.creatorKing, Ben_US
dc.creatorAladag, OFen_US
dc.date.accessioned2021-11-26T06:53:06Z-
dc.date.available2021-11-26T06:53:06Z-
dc.identifier.issn2056-5607en_US
dc.identifier.urihttp://hdl.handle.net/10397/91712-
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.subjectThailanden_US
dc.subjectCrisisen_US
dc.subjectBusiness strategyen_US
dc.subjectBusiness model innovationen_US
dc.subjectChiang Maien_US
dc.subjectPandemicsen_US
dc.subjectCOVID-19en_US
dc.titleBusiness model adaptation as a strategic response to crises : navigating the COVID-19 pandemicen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.doi10.1108/IJTC-02-2021-0026en_US
dcterms.abstractPurpose: This study aims to explore how hotels adapt their business models as a strategic response to crisis situations. It sheds light on the processes and methods of business model adaptation during severe crisis situations, such as the COVID-19 outbreak.en_US
dcterms.abstractDesign/methodology/approach: A single-case study was conducted. Data were collected from the owner/manager of a boutique hotel chain in Chiang Mai, Thailand through an extensive interviewing process. The authors also examined corporate documents. The authors then re-organized the material as a coherent narrative about how the company navigated the COVID-19 crisis.en_US
dcterms.abstractFindings: The findings show that the hotels in the study adapted their business models by cutting costs through stopping non-essential operations, increasing non-room revenues and adding new revenue channels, bringing in cash from advance bookings, securing financial support from creditors, leveraging government support and training staff for the “new normal.”en_US
dcterms.abstractOriginality/value: Few previous studies have focused on business model adaptation during the COVID-19 crisis. The investigation of this largely neglected area provides two main contributions. First, it extends the literature on crisis management in hospitality firms by examining business model adaptation patterns and processes during unprecedented crisis conditions. Second, it provides managerial insights and a business model adjustment framework to help practitioners in urban settings in their efforts toward recovery from the COVID crisis.en_US
dcterms.accessRightsembargoed accessen_US
dcterms.bibliographicCitationInternational journal of tourism cities, 2021, ahead-of-print, https://doi.org/10.1108/IJTC-02-2021-0026en_US
dcterms.isPartOfInternational journal of tourism citiesen_US
dcterms.issued2021-
dc.identifier.isiWOS:000711615400001-
dc.identifier.scopus2-s2.0-85118144346-
dc.identifier.eissn2056-5615en_US
dc.description.validate202111 bchyen_US
dc.description.oaNot applicableen_US
dc.identifier.FolderNumbera1060-n01-
dc.identifier.SubFormID43863-
dc.description.fundingSourceSelf-fundeden_US
dc.description.fundingTextThe author(s) received no specific funding for this work.en_US
dc.description.pubStatusEarly releaseen_US
dc.date.embargo0000-00-00 (to be updated)en_US
Appears in Collections:Journal/Magazine Article
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Embargo End Date 0000-00-00 (to be updated)
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