Tourism managers’ perception of the impact of the emotional intelligence and resilience on organizational response to crisis
Abstract
The study aims to analyze the synergies between internal factors (i.e., emotional intelligence and resilience) and external factors (i.e., governmental support) on the performance of tourism organizations in the post-disaster recovery phase. Data collected from the sample of 390 managers and owners in the tourism industry were analyzed using structural equation modeling with partial least squares (PLS-SEM) as an appropriate model method with variables containing multiple items and multiple causal relationships. Our findings reveal that the resilience of tourism organizations (during and post-pandemic crisis) is positively influenced by the employees’ and managers’ emotional intelligence and government support. Planned and adaptive resilience significantly affects organizational response to disruptive events and organizational performance. Our findings guide tourism organization managers and government authorities and help them make timely decisions based on the relationship between resilience, emotional intelligence, and governmental support during and after a crisis. Managers need to be aware of the importance of emotional intelligence in managing the business in uncertain/turbulent times and to be concerned with improving emotional intelligence for themselves and their employees. Our study is one of the first to analyze the pandemic’s effects in the post-disaster recovery phase and the first one focused on Romania’s tourism organizations.
First published online 19 January 2024
Keyword : emotional intelligence, organizational resilience, COVID-19 crisis, government support, post-disaster recovery phase, performance
How to Cite
Burlea-Șchiopoiu, A., Ogarcă, R.-F., Mihai, L.-S., & Drăgan, C. O. (2023). Tourism managers’ perception of the impact of the emotional intelligence and resilience on organizational response to crisis. Journal of Business Economics and Management, 24(6), 1119–1140. https://doi.org/10.3846/jbem.2023.20641
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Goleman, D. (1995). Emotional intelligence. Bantam.
Güzel, S. Ö., & Ergen, F. D. (2022). Examining the relationship between job insecurity, organizational commitment and turnover intention in the COVID-19 process. Journal of Tourismology, 8(1), 69–87.
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Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8
Heredia, J., Rubiños, C., Vega, W., Heredia, W., & Flores, A. (2022). New strategies to explain organizational resilience on the firms: A cross-countries configurations approach. Sustainability, 14(3), Article 1612. https://doi.org/10.3390/su14031612
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Hidayat, M., Latief, F., Widiawati, A., Asbara, N. W., & Zaeni, N. (2021b). Factors supporting business and its distrubution to business resilience in new normal era. Journal of Distribution Science, 19(11), 5–15.
Hidayat, M., Latief, F., Nianti, D. A., Bahasoan, S. & Widiawati, A. (2020). Factors influencing resilience of micro small and medium entrepreneur (MSME) during COVID 19 outbreak in South Sulawesi Province Indonesia. Test Engineering and Management, 83, 26707–26721. https://doi.org/10.31219/osf.io/cme2j
Hillmann, J., & Guenther, E. (2021). Organizational resilience: A valuable construct for management research? International Journal of Management Reviews, 23(1), 7–44. https://doi.org/10.1111/ijmr.12239
Hodzic, S., Ripoll, P., Costa, H., & Zenasni, F. (2016). Are emotionally intelligent students more resilient to stress? The moderating effect of emotional attention, clarity and repair. Behavioral Psychology / Psicología Conductual: Revista Internacional Clínica y de la Salud, 24(2), 253–272.
International Labour Organization. (2020). COVID-19 și activitățile serviciilor de cazare și alimentație. Listă de verificare pentru prevenire și control. https://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/documents/publication/wcms_762479.pdf
Ioannides, D., & Gyimóthy, S. (2020). The COVID-19 crisis as an opportunity for escaping the unsustainable global tourism path. Tourism Geographies, 22(3), 624–632. https://doi.org/10.1080/14616688.2020.1763445
Ionescu, V. (2021, 28 July). Analiză Horeca: Afacerile au scăzut cu 40% în pandemie. Cursdeguvernare. https://cursdeguvernare.ro/analiza-horeca-pandemie-afaceri-scadere-40.html
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Jiang, Y., Ritchie, B. W., & Verreynne, M. L. (2019). Building tourism organizational resilience to crises and disasters: A dynamic capabilities view. International Journal of Tourism Research, 21(6), 882–900. https://doi.org/10.1002/jtr.2312
Kamalahmadi, M. & Parast, M.M. (2016). A review of the literature on the principles of enterprise and supply chain resilience: Major findings and directions for future research. International Journal of Production Economics, 171, 116–133. https://doi.org/10.1016/j.ijpe.2015.10.023
Kuščer, K., Eichelberger, S., & Peters, M. (2022). Tourism organizations’ responses to the COVID-19 pandemic: An investigation of the lockdown period. Current Issues in Tourism, 25(2), 247–260. https://doi.org/10.1080/13683500.2021.1928010
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