ABSTRACT
Since the late 1990s a stream of literature focussing on corporate crisis planning and organisational development has emerged (Boin and Lagadee 2000; Lanonde 2007; Lin et al. 2006; Pang et al. 2006; Simola 2005). Until recently, the mainstream research focus in crisis management has been on crisis prevention, and the implicit assumption in these research investigations is that there is an inevitability of crisis and systematicity of their outcomes. These general anticipatory models of crisis management emphasise crisis prevention as the most important priority for organisations. While case studies and preventative formulations specific to various industry sectors have been discussed in the literature, attention to the designing of organisational architectures and their managerial processes for better performance during a crisis, have not been fully explored. In fact, in services industries like tourism, the complex process of human involvement in a crisis may need reconfiguration of the structural, behavioural and cognitive domains of work in organisational settings.
