CAUTHE 2012: The new golden age of tourism and hospitality; Book 2; Proceedings of the 22nd Annual Conference, Mar 1, 2012
This paper will focus on the development of the Pacific Asia Travel Association's PATA Rapid ... more This paper will focus on the development of the Pacific Asia Travel Association's PATA Rapid Response Taskforce (PRRT) which was formed during 2011 and will be the focus of PATA's tourism crisis management strategy over the coming decade. However, PRRT's establishment, its triangulated strategic approach and operation has evolved within a far broader context of international tourism industry crisis management at both government and private sector level seeking trans-national approaches to preparing for, responding to and recovering from crisis events.
... in Israel tapered off considerably (for a complex variety of political and strategic reasons)... more ... in Israel tapered off considerably (for a complex variety of political and strategic reasons) and ... 2002 following the Bali bombings in October 2002 provided a political framework for regional ... governments of travel generating countries in the West that Islamist terrorism was deemed ...
The Las Vegas Massacre of 01 October, 2017 in which a hotel guest fired on thousands attending a ... more The Las Vegas Massacre of 01 October, 2017 in which a hotel guest fired on thousands attending a concert outside raised many questions about the motives of the perpetrator and whether the act was one of an individual criminal insanity or linked to a terrorist organisation. The primary aim of this paper and the subsequent research focuses on the wider implications of hotel security raised by this incident and other preceding attacks in which hotels have been either the venue or target. Just as the 9/11 (2001) atrocity led to a global review of airline and airport security the hotel sector is under considerable external pressure to re-assess the management of hotel security and redefine the relationship between hospitality and safety. Global security governance applies to the airline and cruise sectors but there is no globally centralised code of security protocols which applies to the diverse accommodation sector. The research seeks to ascertain the attitudes of hoteliers to hotel security practice, with an emphasis on screening in the wake of the Las Vegas massacre and focus on the extent to which this incident has influenced attitudinal changes to security practice among hoteliers.
This chapter outlines the development of a transnational tourism risk, crisis and recovery manage... more This chapter outlines the development of a transnational tourism risk, crisis and recovery management network, using a case study of the Pacific Asia Travel Association (PATA)'s Rapid Response Taskforce (PRRT). The core paradigm in preparing contingency measures and crisis response necessarily focuses on collaborative approaches between private sector stakeholders and governments. Because risk to the viability of the tourism industry and the impact of a crisis event frequently extends beyond national frontiers, the PRRT builds collaborative alliances within and beyond the Asia-Pacific including (but not limited to) the United Nations World Tourism Organization (UNWTO), World Travel and Tourism Council (WTTC), Asia-Pacific Economic Cooperation (APEC) Tourism, and Association of Southeast Asian Nations (ASEAN) Tourism.
CAUTHE 2013: Tourism and Global Change: On the Edge of Something Big, 2013
The October 2002 Bali bombing in which Australians comprised 88 of the 202 people killed in the a... more The October 2002 Bali bombing in which Australians comprised 88 of the 202 people killed in the attack was the catalyst for the Australian Department of Foreign Affairs and Trade to radically alter its approach to the content and dissemination of its travel advisories. Integral to DFAT's post-Bali strategy was to recruit the involvement and support of the Australian outbound travel industry to disseminate travel advisories to Australians travelling internationally.
Thailand's inbound tourism industry has grown significantly during the early part of the 21st... more Thailand's inbound tourism industry has grown significantly during the early part of the 21st century. By the end of 2017, Thailand attracted the highest level of international tourist visitation of the 10-nation Association of South East Nations (ASEAN) with 35.38 million international visitors. By 2017, it was the ninth most visited country in the world and ranked second only to China as the most visited national destination in Asia. A key characteristic of Thailand's government destination management and marketing organization [Tourism Authority of Thailand (TAT)] and the private sector of Thailand's tourism industry has been a remarkable capacity for destination resilience. This article focuses on the resilience of Thailand as a destination between 2002 and 2018 through the theoretical prism of organizational resilience and the destination sustainability framework. During this period, Thailand's tourism industry overcame a range of potentially damaging crises and reputational challenges. This article seeks to explain the TAT's commitment to embedding resilience into its strategic planning. TAT's extensive implementation of effective risk and crisis management best practices has enabled Thailand's tourism market to recover rapidly from a range of challenges. TAT's commitment to resilience is enhanced by its extensive cooperation with both its private sector stakeholders and the Pacific Asia Travel Association (PATA), which is headquartered in Bangkok. The Thai tourism industry's commitment to risk and crisis management reflects the importance of tourism to Thailand's national reputation, image, and economy. TAT's close relationship with PATA and ASEAN Tourism, two transnational tourism associations with a strong commitment to destination resilience, has helped to benchmark Thailand's qualitative approach to tourism resilience. TAT demonstrates a clear appreciation that rapid recovery from crisis events and effective contingency management practice require a high level of collaboration with key stakeholders. Numerous private sector stakeholders with a vested interest in the success of Thai tourism represent all sectors of the tourism industry. They have readily contributed their resources and support to Thailand's marketing campaigns.
Associate Professor Joan Henderson has developed a well-earned reputation for her incisive analys... more Associate Professor Joan Henderson has developed a well-earned reputation for her incisive analysis of tourism crisis events in SE Asia. In numerous journal articles and in her recently published chapter ‘International Tourism and Infectious Diseases. Managing the SARS Crisis in Singapore’, published in 2007 in Crisis Management in Tourism (E. Laws, B. Prideaux and K. Chon [eds], CABI, Wallingford, 2007), Henderson demonstrates a deep understanding of tourism crisis management. During the past few years and especially since the 9/11 attack in 2001 there has been an exponential growth in the output of academic literature in the fi eld of tourism crisis management. As Henderson correctly points out, much of the literature has focused on case studies, emphasizing post-crisis recovery techniques and focusing on crisis generators beyond the direct control of management. The broad scope of this subject provides opportunities for tourism academics and practitioners to address the numerous issues involved in this previously under-researched sector of tourism management. Henderson’s book is an invaluable contribution to the fi eld of tourism crisis management. The writing style and organization of this book is clear and easily comprehensible to undergraduate students of tourism and tourism practitioners, yet there is suffi cient depth to make it valuable to postgraduate tourism students and tourism academics. Henderson has written the entire book herself which gives it the benefi t of stylistic consistency. This comment is not an implied criticism of edited compendium books, which benefi t from the collective wisdom of their contributors. Text books with a consistent style are certainly easier for students to follow than texts with variable content. The key distinction between Henderson’s book and other works dealing with tourism crisis management is her thematic approach to the subject, making it an especially useful educational text. Each chapter commences with learning objectives and fi nishes with discussion questions. With the exception of Chapter 1 (the introductory chapter), the theme of each chapter is illustrated by brief case studies amplifying the thematic points. The introductory chapter outlines some of the major tourism crisis events since 1995. From the beginning of the book, it is clear that economic shocks, natural disasters, epidemics, acts of war and terrorism, management failures, and technological failures, are included in this work. This chapter also discusses the domains of tourism crises: economic, political, sociocultural, technological and environmental. Henderson also illustrates the distinction between specifi c crises in each domain which result from external causes and internal causes. At the environmental level, there is a distinction between a tourism crisis, which results from an act of nature on the scale of the 2004 Indian Ocean tsunami, and a localized tourism crisis resulting from land degradation caused by unregulated building practices. Henderson Book Review
CAUTHE 2012: The new golden age of tourism and hospitality; Book 2; Proceedings of the 22nd Annual Conference, Mar 1, 2012
This paper will focus on the development of the Pacific Asia Travel Association's PATA Rapid ... more This paper will focus on the development of the Pacific Asia Travel Association's PATA Rapid Response Taskforce (PRRT) which was formed during 2011 and will be the focus of PATA's tourism crisis management strategy over the coming decade. However, PRRT's establishment, its triangulated strategic approach and operation has evolved within a far broader context of international tourism industry crisis management at both government and private sector level seeking trans-national approaches to preparing for, responding to and recovering from crisis events.
... in Israel tapered off considerably (for a complex variety of political and strategic reasons)... more ... in Israel tapered off considerably (for a complex variety of political and strategic reasons) and ... 2002 following the Bali bombings in October 2002 provided a political framework for regional ... governments of travel generating countries in the West that Islamist terrorism was deemed ...
The Las Vegas Massacre of 01 October, 2017 in which a hotel guest fired on thousands attending a ... more The Las Vegas Massacre of 01 October, 2017 in which a hotel guest fired on thousands attending a concert outside raised many questions about the motives of the perpetrator and whether the act was one of an individual criminal insanity or linked to a terrorist organisation. The primary aim of this paper and the subsequent research focuses on the wider implications of hotel security raised by this incident and other preceding attacks in which hotels have been either the venue or target. Just as the 9/11 (2001) atrocity led to a global review of airline and airport security the hotel sector is under considerable external pressure to re-assess the management of hotel security and redefine the relationship between hospitality and safety. Global security governance applies to the airline and cruise sectors but there is no globally centralised code of security protocols which applies to the diverse accommodation sector. The research seeks to ascertain the attitudes of hoteliers to hotel security practice, with an emphasis on screening in the wake of the Las Vegas massacre and focus on the extent to which this incident has influenced attitudinal changes to security practice among hoteliers.
This chapter outlines the development of a transnational tourism risk, crisis and recovery manage... more This chapter outlines the development of a transnational tourism risk, crisis and recovery management network, using a case study of the Pacific Asia Travel Association (PATA)'s Rapid Response Taskforce (PRRT). The core paradigm in preparing contingency measures and crisis response necessarily focuses on collaborative approaches between private sector stakeholders and governments. Because risk to the viability of the tourism industry and the impact of a crisis event frequently extends beyond national frontiers, the PRRT builds collaborative alliances within and beyond the Asia-Pacific including (but not limited to) the United Nations World Tourism Organization (UNWTO), World Travel and Tourism Council (WTTC), Asia-Pacific Economic Cooperation (APEC) Tourism, and Association of Southeast Asian Nations (ASEAN) Tourism.
CAUTHE 2013: Tourism and Global Change: On the Edge of Something Big, 2013
The October 2002 Bali bombing in which Australians comprised 88 of the 202 people killed in the a... more The October 2002 Bali bombing in which Australians comprised 88 of the 202 people killed in the attack was the catalyst for the Australian Department of Foreign Affairs and Trade to radically alter its approach to the content and dissemination of its travel advisories. Integral to DFAT's post-Bali strategy was to recruit the involvement and support of the Australian outbound travel industry to disseminate travel advisories to Australians travelling internationally.
Thailand's inbound tourism industry has grown significantly during the early part of the 21st... more Thailand's inbound tourism industry has grown significantly during the early part of the 21st century. By the end of 2017, Thailand attracted the highest level of international tourist visitation of the 10-nation Association of South East Nations (ASEAN) with 35.38 million international visitors. By 2017, it was the ninth most visited country in the world and ranked second only to China as the most visited national destination in Asia. A key characteristic of Thailand's government destination management and marketing organization [Tourism Authority of Thailand (TAT)] and the private sector of Thailand's tourism industry has been a remarkable capacity for destination resilience. This article focuses on the resilience of Thailand as a destination between 2002 and 2018 through the theoretical prism of organizational resilience and the destination sustainability framework. During this period, Thailand's tourism industry overcame a range of potentially damaging crises and reputational challenges. This article seeks to explain the TAT's commitment to embedding resilience into its strategic planning. TAT's extensive implementation of effective risk and crisis management best practices has enabled Thailand's tourism market to recover rapidly from a range of challenges. TAT's commitment to resilience is enhanced by its extensive cooperation with both its private sector stakeholders and the Pacific Asia Travel Association (PATA), which is headquartered in Bangkok. The Thai tourism industry's commitment to risk and crisis management reflects the importance of tourism to Thailand's national reputation, image, and economy. TAT's close relationship with PATA and ASEAN Tourism, two transnational tourism associations with a strong commitment to destination resilience, has helped to benchmark Thailand's qualitative approach to tourism resilience. TAT demonstrates a clear appreciation that rapid recovery from crisis events and effective contingency management practice require a high level of collaboration with key stakeholders. Numerous private sector stakeholders with a vested interest in the success of Thai tourism represent all sectors of the tourism industry. They have readily contributed their resources and support to Thailand's marketing campaigns.
Associate Professor Joan Henderson has developed a well-earned reputation for her incisive analys... more Associate Professor Joan Henderson has developed a well-earned reputation for her incisive analysis of tourism crisis events in SE Asia. In numerous journal articles and in her recently published chapter ‘International Tourism and Infectious Diseases. Managing the SARS Crisis in Singapore’, published in 2007 in Crisis Management in Tourism (E. Laws, B. Prideaux and K. Chon [eds], CABI, Wallingford, 2007), Henderson demonstrates a deep understanding of tourism crisis management. During the past few years and especially since the 9/11 attack in 2001 there has been an exponential growth in the output of academic literature in the fi eld of tourism crisis management. As Henderson correctly points out, much of the literature has focused on case studies, emphasizing post-crisis recovery techniques and focusing on crisis generators beyond the direct control of management. The broad scope of this subject provides opportunities for tourism academics and practitioners to address the numerous issues involved in this previously under-researched sector of tourism management. Henderson’s book is an invaluable contribution to the fi eld of tourism crisis management. The writing style and organization of this book is clear and easily comprehensible to undergraduate students of tourism and tourism practitioners, yet there is suffi cient depth to make it valuable to postgraduate tourism students and tourism academics. Henderson has written the entire book herself which gives it the benefi t of stylistic consistency. This comment is not an implied criticism of edited compendium books, which benefi t from the collective wisdom of their contributors. Text books with a consistent style are certainly easier for students to follow than texts with variable content. The key distinction between Henderson’s book and other works dealing with tourism crisis management is her thematic approach to the subject, making it an especially useful educational text. Each chapter commences with learning objectives and fi nishes with discussion questions. With the exception of Chapter 1 (the introductory chapter), the theme of each chapter is illustrated by brief case studies amplifying the thematic points. The introductory chapter outlines some of the major tourism crisis events since 1995. From the beginning of the book, it is clear that economic shocks, natural disasters, epidemics, acts of war and terrorism, management failures, and technological failures, are included in this work. This chapter also discusses the domains of tourism crises: economic, political, sociocultural, technological and environmental. Henderson also illustrates the distinction between specifi c crises in each domain which result from external causes and internal causes. At the environmental level, there is a distinction between a tourism crisis, which results from an act of nature on the scale of the 2004 Indian Ocean tsunami, and a localized tourism crisis resulting from land degradation caused by unregulated building practices. Henderson Book Review
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