LEADER 05588nam 2200697 450 001 9910627291403321 005 20230807212133.0 010 $a1-78639-545-2 010 $a1-78924-459-5 010 $a1-78064-326-8 035 $a(CKB)3710000000312825 035 $a(EBL)1920583 035 $a(SSID)ssj0001403135 035 $a(PQKBManifestationID)12570790 035 $a(PQKBTitleCode)TC0001403135 035 $a(PQKBWorkID)11364889 035 $a(PQKB)10399576 035 $a(MiAaPQ)EBC1920583 035 $a(EXLCZ)993710000000312825 100 $a20140722h20152015 uy| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aTourism crisis and disaster management in the Asia-Pacific /$fedited by Brent W. Ritchie, The School of Tourism, The University of Queensland Australia And Kom Campiranon, Dhurakij Pundit University, Thailand 210 1$aWallingford, Oxfordshire :$cCABI,$d[2015] 210 4$dİ2015 215 $a1 online resource (284 p.) 225 1 $aCABI Series in Tourism Management Reasearch 300 $aDescription based upon print version of record. 311 $a1-322-88343-2 311 $a1-78064-325-X 320 $aIncludes bibliographical references and index. 327 $aTourism Crisis and DisasterManagement in theAsia-Pacific; Copyright; Contents; Contributors; Acknowledgements; List of Figures; List of Tables; Part I Introduction; 1 Major Themes and Perspectives; 1.1 Introduction; Conceptualizing tourism crises and disasters; An Asia-Pacific focus; 1.2 Book Aim and Content; Aim; Content; 1.3 Conclusion; References; Part II Planning and Preparedness; 2 Conceptualizing Organizational Resilience in Tourism Crisis Management; 2.1 Introduction; 2.2 Destination Management Organizations (DMOs) and Shifting Foci; 2.3 Tourism Crisis Management Framework 327 $a2.4 Organizational ResilienceImportance and definition of organizational resilience; Organizations and crisis; 2.5 Organizational Resilience Management Framework; 2.6 Tourism Crisis Management: A New Perspective; Proactive planning and strategy formulation; Scanning to planning; Strategy evaluation and strategic control; Crisis communication and control; Resource management; Understanding and collaborating with stakeholders; Resolution and normality; Organizational learning and feedback; 2.7 Putting Things in Perspective; 2.8 Conclusion; References 327 $a3 Theoretical Perspectives on Crimes Against Tourists3.1 Introduction; 3.2 Rational Choice/Deterrence Theory; 3.3 Routine Activities Theory and Hot-spot Theory; 3.4 Social Disorganization Theory; 3.5 Anomie or Strain Theory; 3.6 Subcultural Theories; 3.7 Symbolic Interaction Theories; 3.8 Conclusion; 3.9 End Note; References; 4 The Influence of Organizational Culture on Crisis Planning: An Application of the Competing Values Framework (CVF) in Chinese Hotels; 4.1 Introduction; 4.2 Literature Review; Organizational culture; Culture influence on crisis management behaviour 327 $aThe development and use of the Competing Values Framework (CVF)4.3 Method; 4.4 Preliminary Results and Discussion; 4.5 Implications and Conclusion; 4.6 Appendix: The Organizational Culture Assessment Instrument (Cameron, 2004); Dominant characteristics; Organizational leaders; Management of employees; Organizational glue; Strategic emphases; Criteria of success; References; 5 How Does Crisis Leadership Influence Effective Crisis Readiness (CR)?; 5.1 Introduction; 5.2 Literature Review; Crisis Leadership (CL); Crisis Readiness (CR); 5.3 Methodology; Grounded Theory (GT) 327 $aBackground: the Red Shirt crisisSetting for the study; Data collection and analysis; 5.4 Findings; Preliminary phases of data gathering; Crisis experience; Crisis experience competency; Multi-faceted nature of Crisis Leadership (CL); Experiential Learning (EL); Experiential Learning (EL): Living Manual; Experiential Learning (EL): learned routineness; Experiential Learning (EL): forward planning; Moderating influence of institutional memory; 5.5 Implications and Conclusions; Crisis Leadership (CL) efficacy is enhanced by crisis experience and Experiential Learning (EL) 327 $aCrisis Readiness (CR) will reduce the impact of negative outcomes 330 $aThe Asia-Pacific area is one of the fastest growing tourism regions and a major driver of global tourism in general. Tourism industries in Asia Pacific have been challenged in recent years by a number of major crises and disasters including terrorism, outbreaks (e.g. SARS and Bird Flu), natural disasters (e.g. tsunamis, bushfires, flooding), and political crisis (e.g. protests and political instability). This book contributes to the understanding of crisis and disaster management generally, but with a specific focus on the Asia Pacific. With contributions by international scholars and practiti 410 0$aCABI tourism texts. 606 $aTourism$zAsia 606 $aTourism$zPacific Area 606 $aEmergency management$zAsia 606 $aEmergency management$zPacific Area 615 0$aTourism 615 0$aTourism 615 0$aEmergency management 615 0$aEmergency management 676 $a338.47915 676 $a910.68/4 702 $aRitchie$b Brent W. 702 $aCampiranon$b Kom 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910627291403321 996 $aTourism crisis and disaster management in the Asia-Pacific$92973079 997 $aUNINA