Academy of Strategic Management Journal (Print ISSN: 1544-1458; Online ISSN: 1939-6104)


Turnover Culture and Crisis Management: Insights from Malaysian Hotel Industry

Author(s): Maisoon Abo-Murad, Abdullah AL-Khrabsheh

Living in a turbulent time brings crisis management as an essential approach for organizations survive, particularly those working for industries which are fragile and prone to a wide range of crises and disasters such as tourism and hotel industry. Organizational culture has a significant impact on crisis management practices, however, it remains underexplored territory that needs to be addressed and recognized. Hotel industry culture is described as burn out and turnover culture. The impact of hotels turnover culture has been studied heavily in different areas, while the impact of the turnover culture on crisis management still does not have the appropriate attention. The purpose of the current study was to understand the influences of turnover culture on crisis management practices in Malaysian hotels. The research was exploratory in nature and data was collected by carrying out in-depth interviews with 25 hoteliers, legislators, and government official who represent the Malaysian hotel industry. The open-ended responses were analyzed using NVivo 11 software for managing qualitative data and generating themes. The revealed findings were threefold: first, the Malaysian hotels are exposed to a wide range of crises with limited proactive crisis management. Second, the turnover culture in Malaysian hotels hinders the adoption of wide crisis management practices. Third, Malaysian hotels lack the awareness of the influence of turnover for managing crises. Based on these findings, the research offers the hotelier and legislator clear understanding of the detailed influence of the turnover culture on crisis management practices.

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