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PurposeAlthough the threat of terrorist attacks is not a new phenomenon for hotels, limited literature exists on measures that hotels can take to prevent them or limit their damage. The purpose of this paper is to propose a baseline strategy to address this threat.Design/methodology/approachUsing the terrorist attack cycle and the security function models introduced in this paper, 19 hotel security experts, members of an international working group on terrorism, were tasked to reach consensus on a baseline anti‐terrorist strategy for a hotel. To reach this consensus, the study employed the Nominal Group Technique.FindingsThe study presents a six‐step baseline anti‐terrorism strategy and a series of measures and actions under each step. In the centre of this strategy lies the disruption of the terrorist attack cycle.Research limitations/implicationsThere are limitations inherent to the Nominal Group Technique which may not allow the generalizability of the findings. However, every effort was made to ensure the reliability and validity of the study.Practical implicationsThe study suggests a shift from physical protection alone to a more intelligence‐led approach. Counter‐surveillance, terrorist behavioral analysis, higher visibility of security measures, stronger relationships with local community leaders, collaborative relationships with emergency response agencies and strategic use of risk intelligence providers will have to take a higher place in the agendas of hotel security departments.Originality/valueThe paper presents, for the first time, two models that industry practitioners will find useful when designing security policies: the terrorist attack cycle and the security function model. Each component of the proposed strategy provides a starting point for the design of security strategies tailored on the security needs and budget of any hotel property.

Tourism and hospitality organizations have always been exposed to disruptions, stresses, and crises, making the management of these adversities a necessary skill. The prolonged and complex turbulence that the industry is often facing from epidemics and pandemics, climate change and extreme environmental phenomena, or political instability and economic crashes, raise questions: Do these organizations learn from the crises they experience? If so, how do they learn, and what do they do with this learning? Organizational Learning in Tourism and Hospitality Crisis Management brings together an array of expert academic analyses of the latest thinking and practice on these questions. Drawing on studies conducted around the world including Greece, Iran, Japan, Malaysia, Mexico, Spain, Turkey, UK, and USA, the contributors apply a wide range of organizational learning and knowledge management theoretical perspectives and concepts to offer new insights into crisis-induced learning in a tourism and hospitality context. The book will be an excellent resource for scholars and students as well as managers of tourism and hospitality organizations, tourism policymakers, and government officials who are involved in tourism destination management

Over the last decade, the international legislation related to corruption — in particular, bribery — has been significantly reformed (since the 1998 OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions) and has put significant pressure on organisations to act with integrity, especially when operating abroad. Compliance with the new legislation is becoming increasingly complex and the consequence of non-compliance may have substantial financial and reputational impacts on organisations. Recent high-profile cases include Balfour Beatty paying £2.25m over allegations of bribery in Egypt (Leigh and Evans 2008); Aon, which was fined £5.25m for failings in its anti-bribery and corruption systems and controls resulting in illegal payments to third parties to obtain business overseas (Essen 2009); and BAE Systems, which pleaded guilty to making false statements about its corruption compliance programme and was ordered to pay $400m (£288m) to settle bribery charges (Thompson 2010). These high-profile events highlight the vulnerability of many of today's global organisations to bribery/corruption risk and have brought anti-corruption compliance to the top of boardroom agendas.

This study explores the risk factors that employers consider when assessing an employee's business travel (BT) assignment and the risk treatment, crisis response, and recovery strategies they employ to discharge their BT duty of care. An exploratory approach is taken with in-depth interviews of twenty-one executives, travel managers, and insurance brokers involved with the management of BT in four international hotel groups. Twelve follow-up interviews were conducted to assess the possible COVID-19 impact on BT risk management processes. Employers assess BT assignments considering the travel's characteristics including the destination's risk profile against seven types of risks (health, political, transport, natural, crime, technology and kidnap), length of stay, travel mode, and activities undertaken in the destination as well as the traveler's profile which includes diversity and travel experience. Accordingly, they develop a range of duty of care strategies for BT risk treatment, crisis response, and recovery. BT practitioners can use the proposed framework to develop risk assessment methodologies based on more accurate destination and traveler profiles and pursue targeted risk treatment strategies and insurance policies. The proposed duty of care approach can be used as a blueprint for organizations to design and manage BT policies. BT risk is an under-researched area. The extant research looks predominantly at travel risks and their assessment taking the traveler's perspective. This study looks at business travel risk and explores it from an employer's risk management perspective offering a BT risk assessment framework and a BT duty of care plan.

In an environment, however, where the tourism industry is increasingly exposed to disruptions, stresses, and crises, tourism academics have developed and presented several valuable frameworks for the management of disasters (Faulkner, 2001; Paraskevas & Arendell, 2007; Ritchie 2004) although more emphasis was put on destination image recovery and recovery marketing (Armstrong & Ritchie, 2008; Beirman, 2003). Surprisingly, in an era when the industry is facing a series of prolonged crises such as climate change, global recession, widespread political instability, etc. with highly complex impacts and needs a framework for the development and governance of crisis knowledge, only a few attempts were made by academics to explore the knowledge aspects of crises and disasters (Blackman & Ritchie, 2008; Blackman et al., 2011). This chapter aims at narrowing this gap by identifying the types of crisis knowledge tourism organizations employ in the advent of a crisis and by exploring the crisis knowledge management processes and flows within these organizations. It also explores the ways that organizational factors such as leadership, structure, culture, and communication influence these processes and flows.