Author Bios (50 Words for each Author)

Prof. Dr. Anita Zehrer currently is Head of the Family Business Center as well as Head of Research (Management & Society) at the Management Center Innsbruck (MCI). She graduated from Innsbruck University with a PhD in Social Sciences and became professor in 2015. From 2007 to 2015 she was Deputy Head of the MCI Tourism Department, from 2012 to 2017 she was Deputy Head of the Academic Council, from 2016-2019. She was Adjunct Professor at the University of Notre Dame in Sydney, Australia (2012-2016), the University of Canberra, Australia (2013-2016). Her research interests are diverse and include entrepreneurship and family business management. She has broad competence in interdisciplinary research in tourism and business.

Victoria Ranacher-Lackner is PhD student at the Family Business Center of the MCI The Entrepreneurial School. Her research centers on posiitve tourism and quality of life in a destination context.

Abstract (150 Words)

The tourism industry is continuously faced by economic, climatic, financial and other types of crises (Liu und Pratt 2017; Ritchie 2004; Ritchie et al. 2014; Zehrer 2013). The concept of resilience enables owner-managers in tourism destinations to react and act against changes, challenges, impacts and effects which might arise though crises (Annarelli & Nonino 2016; Kalisch et al. 2015; McManus et al. 2008). One core element to reach stability not only on organization, but on destination level, is collaboration (Beritelli 2011; Hristov & Zehrer 2015; Zehrer et al. 2014) as well as quality networking amongst tourism actors and stakeholders (Hristov & Zehrer 2019; Pechlaner et al. 2014; Zehrer et al. 2014). This paper analyzes organizational as well as destination resilience from the point of view of owner-managers of small- and medium-sized family firms in the hospitality industry and deals with the importance of collaboration and networking within the destination to overcome crises. The paper reports a qualitative study, presenting exploratory findings of fifteen semi-structured in-depth interviews with owner-managers in hospitality from 2021. The authors reveal factors for organizational as well as destination resilience providing recommendations for owner-managers to reach resilient entrepreneurial conditions in difficult times.

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The perception of destination and industry resilience of owner-managers of small- and medium-sized hospitality family firms in times of crises

The tourism industry is continuously faced by economic, climatic, financial and other types of crises (Liu und Pratt 2017; Ritchie 2004; Ritchie et al. 2014; Zehrer 2013). The concept of resilience enables owner-managers in tourism destinations to react and act against changes, challenges, impacts and effects which might arise though crises (Annarelli & Nonino 2016; Kalisch et al. 2015; McManus et al. 2008). One core element to reach stability not only on organization, but on destination level, is collaboration (Beritelli 2011; Hristov & Zehrer 2015; Zehrer et al. 2014) as well as quality networking amongst tourism actors and stakeholders (Hristov & Zehrer 2019; Pechlaner et al. 2014; Zehrer et al. 2014). This paper analyzes organizational as well as destination resilience from the point of view of owner-managers of small- and medium-sized family firms in the hospitality industry and deals with the importance of collaboration and networking within the destination to overcome crises. The paper reports a qualitative study, presenting exploratory findings of fifteen semi-structured in-depth interviews with owner-managers in hospitality from 2021. The authors reveal factors for organizational as well as destination resilience providing recommendations for owner-managers to reach resilient entrepreneurial conditions in difficult times.