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  • JTMA-S-20-00918

    Rights statement: This is the author’s version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Tourism Management, 84, 2021 DOI: 10.1016/j.tourman.2020.104257

    Accepted author manuscript, 937 KB, PDF document

    Available under license: CC BY-NC-ND

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Evolution of hoteliers' organizational crisis communication in the time of mega disruption

Research output: Contribution to Journal/Magazine › Journal article › peer-review

E-pub ahead of print
Article number104257
<mark>Journal publication date</mark>19/11/2020
<mark>Journal</mark>Tourism Management
Volume84
Number of pages7
Publication StatusE-pub ahead of print
Early online date19/11/20
<mark>Original language</mark>English

Abstract

This research note explores the evolutionary process of corporate crisis communication to understand how international hotel enterprises respond to the COVID-19 crisis. Corpus linguistics was used as a computer-aided approach in assessing a large collection of naturally occurring texts. Press releases from hotel corporations listed in Fortune 500 within the period of January to March 2020 were curated and built into three corpora. Lexical patterns that evolved over the course of the first quarter of 2020 reveal that the lodging industry did not fully prepare for the crisis until March, while management was still dwelling on their past achievements even in February 2020. The overall tone, pre-crisis, reflected top management's demonstration of success and performance, attributed to the CEOs themselves; while it completely changed during the crisis. This study draws upon crisis management and organizational communication streams of work to advance prevailing theoretical accounts of organizational crisis communication.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Tourism Management, 84, 2021 DOI: 10.1016/j.tourman.2020.104257