How does crisis leadership influence effective crisis readiness (CR)

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Book Chapter

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Cronin, J., & Parry, K. (2015). How does crisis leadership influence effective crisis readiness (CR). In B.W. Ritchie, & K. Campiranon (Eds.), Tourism Crisis and Disaster Management in the Asia-Pacific (pp. 62-76). Oxfordshire, United Kingdom: CAB International.

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Extract: It is widely recognized that the tourism industry is susceptible to crises, necessitating the need for strategic and proactive measures to counteract future crisis events. Crises are now seen as an inevitable part of the business of tourism, and, as a consequence, the tourism sector has recognized the need for effective crisis and risk management strategies in both single unit and multi-level organizations (Beirman, 2003; Henderson and Ng, 2004; Anderson, 2006; Avraham and Ketter, 2006; Henderson, 2007; Boniface and Cooper, 2009; Malhotra and Venkatesh, 2009; Prideaux, 2009; Pforr and Hosie, 2010). However, these strategies require leadership to have the foresight and drive to establish a culture of crisis preparedness, in order to subsequently mitigate negative impacts of potential crises.

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