CRISIS RESPONSE STRATEGIES AND ORGANISATIONAL RESILIENCE: EMPIRICAL EVIDENCE FROM HOSPITALITY AND TOURISM ORGANISATIONS IN NAIROBI CITY COUNTY, KENYA
Abstract
Purpose of the study: This study examined the crisis response strategies employed by hospitality and tourism organisations in Nairobi City County and their impact on organisational resilience.
Methodology: The study employed an explanatory research design, where data were collected from 284 licensed hospitality and tourism organisations through structured questionnaires, and analysed using SPSS version 30.
Results: Multiple linear regression Results (R-value of 0.742) show a strong relationship between the predictors (Resource Management and Emergency Response Planning) and the dependent variable (Organisational Resilience). Additionally, the effect of crisis response strategies on the four dimensions of organisational resilience (adaptive capacity, innovation practices, business continuity planning, and organisational learning) was investigated simultaneously using a generalised linear model (GLM) with Multivariate Analysis of Variance (MANOVA). All four multivariate test statistics showed a significant intercept (F [4, 275] = 51.541, p < .001). Moreover, results of separate analysis of variance (ANOVA) tests indicated that crisis response strategies influenced all four aspects of organisational resilience.
Recommendation: These findings underscore the need for strategic interventions and robust crisis response strategies to enhance resilience in Kenya’s tourism sector. The study offers practical insights for policymakers, managers, and development practitioners seeking to build a resilient and sustainable tourism industry.
Keywords: Crisis Response, Organisational Resilience, Tourism, Hospitality, Nairobi City County.
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