611
Views
0
CrossRef citations to date
0
Altmetric
Management

Creating opportunities in a challenging environment: experiential crisis learning behaviour of tourism SMEs in Sri Lanka

ORCID Icon & ORCID Icon
Article: 2314803 | Received 20 Jan 2023, Accepted 01 Feb 2024, Published online: 17 Feb 2024

References

  • Alase, A. (2017). The Interpretative Phenomenological Analysis (IPA): A guide to a good qualitative research approach. International Journal of Education and Literacy Studies, 5(2), 1–22. https://doi.org/10.7575/aiac.ijels.v.5n.2p.9
  • AlBattat, A. R., & MatSom, A. P. (2014). Emergency planning and disaster recovery in Malaysian hospitality industry. Procedia - Social and Behavioral Sciences, 144, 45–53. https://doi.org/10.1016/j.sbspro.2014.07.272
  • Alonso, A. D., Bressan, A., Kok, S. K., Sakellarios, N., Koresis, A., O’Shea, M., Buitrago Solis, M. A., & Santoni, L. J. (2021). Facing and responding to the Covid-19 threat – an empirical examination of MSMEs. European Business Review, 33(5), 775–796. https://doi.org/10.1108/EBR-09-2020-0231
  • Argote, L. (2011). Organizational learning research: Past, present and future. Management Learning, 42(4), 439–446. https://doi.org/10.1177/1350507611408217
  • Argote, L., & Miron-Spektor, E. (2011). Organisational learning: From experience to knowledge. Organisation Science, 22(5), 1123–1137. https://doi.org/10.1287/orsc.1100.0621
  • Asgary, A., Imtiaz, M., & Azimi, N. (2012). Disaster recovery and business continuity after the 2010 flood in Pakistan : Case of small businesses. International Journal of Disaster Risk Reduction, 2, 46–56. https://doi.org/10.1016/j.ijdrr.2012.08.001
  • Battisti, M., & Deakins, D. (2015). The relationship between dynamic capabilities, the firm’s resource base and performance in a post-disaster environment. International Small Business Journal: Researching Entrepreneurship, 35(1), 78–98. https://doi.org/10.1177/0266242615611471
  • Bolas, H., Wersch, A., & Flynn, D. (2007). The well-being of young people who care for a dependent relative: An interpretative phenomenological analysis. Psychology & Health, 22(7), 829–850. https://doi.org/10.1080/14768320601020154
  • Branicki, L. J., Sullivan-Taylor, B., & Livschitz, S. R. (2017). How entrepreneurial resilience generates resilient SMEs. International Journal of Entrepreneurial Behavior & Research, 24(7), 1244–1263. https://doi.org/10.1108/IJEBR-11-2016-0396
  • Burhan, M., Talha, M., Omar, S., & Hamda, A. (2021). Crisis management in the hospitality sector SMEs in Pakistan during COVID-19. International Journal of Hospitality Management, 98, 103037. https://doi.org/10.1016/j.ijhm.2021.103037
  • Coombs, W. (2015). The value of communication during a crisis: Insights from strategic communication research. Business Horizons, 58(2), 141–148. https://doi.org/10.1016/j.bushor.2014.10.003
  • Creswell, J. (2007). Qualitative inquiry & research design (2nd ed.). Sage Publications, Inc.
  • Crick, F., Eskander, S. M. S. U., Fankhauser, S., & Diop, M. (2018). How do African SMEs respond to climate risks ? Evidence from Kenya and Senegal. World Development, 108, 157–168. https://doi.org/10.1016/j.worlddev.2018.03.015
  • Crossan, M. M., Lane, H. W., White, R. E., & White, E. (1999). An organisational learning framework: From intuition to institution. The Academy of Management Review, 24(3), 522–537. https://doi.org/10.2307/259140
  • Dahles, H., & Susilowati, T. P. (2015). Business resilience in times of growth and crisis. Annals of Tourism Research, 51, 34–50. https://doi.org/10.1016/j.annals.2015.01.002
  • Decrop, A. (1999). Triangulation in qualitative tourism research. Tourism Management, 20(1), 157–161. https://doi.org/10.1016/S0261-5177(98)00102-2
  • Doern, R. (2016). Entrepreneurship and crisis management : The experiences of small businesses during the London 2011 riots. International Small Business Journal: Researching Entrepreneurship, 34(3), 276–302. https://doi.org/10.1177/0266242614553863
  • Doern, R. (2021). Knocked down but not out and fighting to go the distance: Small business responses to an unfolding crisis in the initial impact period. Journal of Business Venturing Insights, 15, e00221. https://doi.org/10.1016/j.jbvi.2020.e00221
  • Doern, R., Williams, N., & Vorley, T. (2019). Special issue on entrepreneurship and crises: Business as usual? An introduction and review of the literature. Entrepreneurship & Regional Development, 31(5-6), 400–412. https://doi.org/10.1080/08985626.2018.1541590
  • Eggers, F. (2020). Masters of disasters? Challenges and opportunities for SMEs in times of crisis. Journal of Business Research, 116, 199–208. https://doi.org/10.1016/j.jbusres.2020.05.025
  • Eichelberger, S., Heigl, M., Peters, M., & Pikkemaat, B. (2021). Exploring the role of tourists: Responsible behavior triggered by the COVID-19 pandemic. Sustainability, 13(11), 5774. https://doi.org/10.3390/su13115774
  • Eriksson, T. (2014). Processes, antecedents and outcomes of dynamic capabilities. Scandinavian Journal of Management, 30(1), 65–82. https://doi.org/10.1016/j.scaman.2013.05.001
  • Etemad, H. (2020). Managing uncertain consequences of a global crisis: SMEs encountering adversities, losses, and new opportunities. Journal of International Entrepreneurship, 18(2), 125–144. https://doi.org/10.1007/s10843-020-00279-z
  • Fang, S., Prayag, G., Ozanne, L. K., & de Vries, H. (2020). Psychological capital, coping mechanisms and organisational resilience: Insights from the 2016 Kaikoura earthquake, New Zealand. Tourism Management Perspectives, 34, 100637. https://doi.org/10.1016/j.tmp.2020.100637
  • Fasth, J., Akerman, N., Elliot, V., & Hilmersson, M. (2022). Small and medium-sized enterprises response to Covid-19: The effect of external openness and procedural management. International Small Business Journal, 41(5), 465–487. https://doi.org/10.1177/02662426221101528
  • Fasth, J., Elliot, V., & Styhre, A. (2021). Crisis management as practice in small- and medium-sized enterprises during the first period of COVID-19. Journal of Contingencies and Crisis Management, 30(2), 161–170. https://doi.org/10.1111/1468-5973.12371
  • Giannacourou, M., Kantaraki, M., & Christopoulou, V. (2015). The perception of crisis by Greek SMEs and its impact on managerial practices. Procedia - Social and Behavioral Sciences, 175, 546–551. https://doi.org/10.1016/j.sbspro.2015.01.1235
  • Gruman, J. A., Chhinzer, N., & Smith, G. W. (2011). An exploratory study of the level of disaster preparedness in the Canadian hospitality industry. International Journal of Hospitality and Tourism Administration, 12(1), 43–59. https://doi.org/10.1080/15256480.2011.540980
  • Gupta, V., & Fernandez-Crehuet, J. M. (2021). Book review: Networks, SMEs, and the university: The process of collaboration and open innovation. International Small Business Journal: Researching Entrepreneurship, 39(6), 603–605. https://doi.org/10.1177/02662426211008009
  • Halbesleben, J., Neveu, J. P., Paustian-Underdahl, S., & Westman, M. (2014). Gettin to the “COR”: Understanding the role of resources in Conservation of Resources Theory. Journal of Management, 40(5), 1334–1364. https://doi.org/10.1177/0149206314527130
  • Haneberg, D. (2021). SME managers’ learning from crisis and effectual behaviour. Journal of Small Business and Enterprise Development, 28(6), 873–887. https://doi.org/10.1108/JSBED-01-2021-0009
  • Herbane, B. (2006). Exploring crisis management in UK small- and medium-sized Enterprises. Journal of Contingencies and Crisis Management, 21(2), 82–95. https://doi.org/10.1111/1468-5973.12006
  • Herbane, B. (2010). Small business research: Time for a crisis-based view. International Small Business Journal: Researching Entrepreneurship, 28(1), 43–64. https://doi.org/10.1177/0266242609350804
  • Herbane, B. (2019). Rethinking organisational resilience and strategic renewal in SMEs. Entrepreneurship & Regional Development, 31(5–6), 476–495. https://doi.org/10.1080/08985626.2018.1541594
  • Higgins, D., & Aspinall, C. (2011). Learning to learn: A case for developing small firm owner/managers. Journal of Small Business and Enterprise Development, 18(1), 43–57. https://doi.org/10.1108/14626001111106424
  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualising stress. The American Psychologist, 44(3), 513–524. https://doi.org/10.1037//0003-066x.44.3.513
  • Hossain, M., Akhter, F., & Sultana, M. (2022). SMEs in Covid-19 crisis and ocmbating strategies: A systematic literature review (SLR) and a case from emerging economy. Operations Research Perspectives, (9), 100222. https://doi.org/10.1016/j.orp.2022.100222
  • Hyun, J. (2017). Trade credit behavior of Korean small and medium sized enterprises during the 1997 financial crisis. Journal of Asian Economics, 50, 1–13. https://doi.org/10.1016/j.asieco.2017.02.005
  • Irvine, W., & Anderson, A. R. (2005). The impacts of foot and mouth disease on a peripheral tourism area: The role and effect of crisis management. Journal of Travel & Tourism Marketing, 19(2-3), 47–60. https://doi.org/10.1300/J073v19n02_05
  • Khan, K., Dankiewicz, R., Kliuchnikava, Y., & Oláh, J. (2020). How do entrepreneurs feel bankruptcy? International Journal of Entrepreneurial Knowledge, 8(1), 89–101. https://doi.org/10.37335/ijek.v8i1.103
  • Kim, J. (2005). The effects of a constructivist teaching approach on student academic achievement, self-concept, and learning strategies. Asia Pacific Education Review, 6(1), 7–19. https://doi.org/10.1007/BF03024963
  • Kolb, A. Y., & Kolb, D. A. (2009). Experiential learning theory: A dynamic, holistic approach to management learning, education and development. In S. J. Armstrong & C. V. Fukami (Eds.), The SAGE handbook of management learning, education and development (pp. 42–68). Sage.
  • Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development. Prentice-Hall.
  • Kottika, E., Özsomer, A., Rydén, P., Theodorakis, I. G., Kaminakis, K., Kottikas, K. G., & Stathakopoulos, V. (2020). We survived this! What managers could learn from SMEs who successfully navigated the Greek economic crisis. Industrial Marketing Management, 88, 352–365. https://doi.org/10.1016/j.indmarman.2020.05.021
  • Lama, R., & Rai, A. (2021). Challenges in DEVELOPING SUSTAINABLE TOURism Post COVID-19 pandemic. In V. G. Gowreesunkar, S. W. Maingi, H. Roy & R. Micera (Eds.) Tourism destination management in a post-pandemic context (tourism security-safety and post conflict destinations) (pp. 233–244). Emerald Publishing Limited.
  • Ligthelm, A. (2011). Survival analysis of small informal businesses in South Africa, 2007–2010. Eurasian Business Review, 1(2), 160–179. https://doi.org/10.14208/BF03353804
  • Liguori, E., & Pittz, T. (2020). Strategies for small business: Surviving and thriving in the era of COVID-19. Journal of the International Council for Small Business, 1(2), 106–110. https://doi.org/10.1080/26437015.2020.1779538
  • Macpherson, A., Herbane, B., & Jones, O. (2015). Developing dynamic capabilities through resource accretion: Expanding the entrepreneurial solution space. Entrepreneurship & Regional Development, 27(5–6), 259–291. https://doi.org/10.1080/08985626.2015.1038598
  • Mazzarol, T., & Reboud, S. (2020). Small business management theory and practice (4th ed.). Springer Nature Singapore Pte Ltd.
  • Mikušová, M., & Čopíková, A. (2016). What business owners expect from a crisis manager? A competency model: Survey results from Czech businesses. Journal of Contingencies and Crisis Management, 24(3), 162–180. https://doi.org/10.1111/1468-5973.12111
  • Ministry of Industry and Commerce. (2016). National policy framework for small and medium enterprises (SMEs) development. Ministry of Industry and Commerce.
  • Pal, R., Torstensson, H., & Mattila, H. (2014). Antecedents of organisational resilience in economic crises - An empirical study of Swedish textile and clothing SMEs. International Journal of Production Economics, 147, 410–428. https://doi.org/10.1016/j.ijpe.2013.02.031
  • Parnell, J. A. (2009). Crisis management and strategic orientation in Small and Medium-Sized Enterprises (SMEs) in Peru, Mexico and the United States. Journal of Contingencies and Crisis Management, 23(4), 221–233. https://doi.org/10.1111/1468-5973.12060
  • Pearson, C. M., & Clair, A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59–76. https://doi.org/10.2307/259099
  • Pollard, D., & Hotho, S. (2006). Crises, scenarios and the strategic management process. Management Decision, 44(6), 721–736. https://doi.org/10.1108/00251740610673297
  • Ponterotto, J. G. (2005). Qualitative research in counseling psychology: A primer on research paradigms and philosophy of science. Journal of Counseling Psychology, 52(2), 126–136. https://doi.org/10.1037/0022-0167.52.2.126
  • Pride, L. (2019). Where does the passageway lead? An interpretative phenomenological analysis (IPA) study of women veterans transitioning military experience to private sector employment [PhD thesis]. Capella University, United States.
  • Priyadharsan, S., & Lakshika, S. A. (2012, April 10). A Study on factors affecting the rate of failure of small business enterprises in Sri Lanka. In First Annual Research Conference (pp 1–12). South Eastern University.
  • Rae, D. (2004). Entrepreneurial learning: A practical model from the creative industries. Education + Training, 46(8/9), 492–500. https://doi.org/10.1108/00400910410569614
  • Rae, D. (2005). Entrepreneurial learning: A narrative-based conceptual model. Journal of Small Business and Enterprise Development, 12(3), 323–335. https://doi.org/10.1108/14626000510612259
  • Rae, D., & Carswell, M. (2001). Towards a conceptual understanding of entrepreneurial learning. Journal of Small Business and Enterprise Development, 8(2), 150–158. https://doi.org/10.1108/EUM0000000006816
  • Romme, G., & Dillen, R. (1997). Mapping the landscape of organisational learning. European Management Journal, 15(1), 68–78. https://doi.org/10.1016/S0263-2373(96)00075-8
  • Runyan, R. C. (2006). Small business in the face of crisis: Identifying barriers to recovery from a natural disaster. Journal of Contingencies and Crisis Management, 14(1), 12–26. https://doi.org/10.1111/j.1468-5973.2006.00477.x
  • Sardana, G. D., & Dasanayaka, W. S. B. (2013). Economic recovery from natural disaster: Spotlight on interventions in tsunami affected micro and SMEs in Sri Lanka’s Galle district. Competitiveness Review: An International Business Journal, 23(4/5), 384–397. https://doi.org/10.1108/CR-03-2013-0032
  • Schepers, J., Vandekerkhof, P., & Dillen, Y. (2021). The impact of the COVID-19 crisis on growth-oriented SMEs: Building entrepreneurial resilience. Sustainability, 13(16), 9296. https://doi.org/10.3390/su13169296
  • Sharma, A., Bikash Borah, S., & Moses, A. C. (2021). Responses to COVID-19: The role of governance, healthcare infrastructure, and learning from past pandemics. Journal of Business Research, 122, 597–607. https://doi.org/10.1016/j.jbusres.2020.09.011
  • Shrivastava, P. (1993). Organisation & environment crisis theory/practice: Towards a sustainable future. Industrial & Environmental Crisis Quarterly, 7(1), 23–42. https://doi.org/10.1177/108602669300700103
  • Siddiqi, N. (2021). Gender inequality as a social construction in India: A phenomenological enquiry. Women’s Studies International Forum, 86, 102472. https://doi.org/10.1016/j.wsif.2021.102472
  • Sri Lanka Tourism Development Authority (SLTDA). (2018). Annual Statistical Report - 2018 Highlights. Sri Lanka Tourism Development Authority.
  • Smith, J. A. (2011). Evaluating the contribution of interpretative phenomenological analysis. Health Psychology Review, 5(1), 9–27. https://doi.org/10.1080/17437199.2010.510659
  • Spillan, J., & Hough, M. (2003). Crisis planning in small businesses. European Management Journal, 21(3), 398–407. https://doi.org/10.1016/S0263-2373(03)00046-X
  • Surangi, H. (2018). What influences the networking behaviours of female entrepreneurs? A case for the small business tourism sector in Sri Lanka. International Journal of Gender and Entrepreneurship, 10(2), 116–133. https://doi.org/10.1108/IJGE-08-2017-0049
  • Toubes, D., Araújo-Vila, N., & Fraiz-Brea, J. (2021). Organisational learning cacpacity and sustainability challenges in times of risis: A study on tourism SMEs in Galicia (Spain). Sustainability, 13(21), 11764. https://doi.org/10.3390/su132111764
  • Vargo, J., & Seville, E. (2011). Crisis strategic planning for SMEs: Finding the silver lining. International Journal of Production Research, 49(18), 5619–5635. https://doi.org/10.1080/00207543.2011.563902
  • Wang, J. (2008). Developing organisational learning capacity in crisis management. Advances in Developing Human Resources, 10(3), 425–445.
  • Wenger, E. (1998). Communities of practice: Learning, meaning and identity. Cambridge University Press.
  • Williams, T., Gruber, D., Sutcliffe, K., Shepherd, D., & Zhao, E. (2017). Organisational response to adversity: Fusing crisis management and resilience research streams. Academy of Management Annals, 11(2), 733–769. https://doi.org/10.5465/annals.2015.0134
  • Xie, L., Dirani, K., Beyerlein, M., & Qiu, S. (2020). Learning culture in a Chinese SME: The unique role of work-family enrichment. European Journal of Training and Development, 44(2/3), 141–158. https://doi.org/10.1108/EJTD-06-2019-0085
  • Young, J. E., & Sexton, D. L. (1997). Entrepreneurial learning a conceptual framework. Journal of Enterprising Culture, 05(03), 223–248. https://doi.org/10.1142/S0218495897000144