Psychological resilience, organizational resilience and life satisfaction in tourism firms: insights from the Canterbury earthquakes

By Girish Prayag, Sam Spector, Caroline Orchiston, Mesbahuddin Chowdhury. Current Issues in Tourism, 2020

233 citations recorded by the source corpus.

ABSTRACT From a socio-ecological systems perspective, resilience is dynamic, multi-dimensional and multi-scale. This study provides evidence of the relationship between different types of resilience (psychological, employee and organizational resilience) affecting the recovery of tourism organizations after the Canterbury earthquakes in 2010/2011. A survey of tourism business owners and employees (managers) was undertaken five years after the February 2011 earthquakes. Results show significant and positive relationships between psychological and employee resilience. Further, employee resilience contributes to both life satisfaction of tourism business operators and organizational resilience. Life satisfaction of business owners and managers contributes to organizational resilience. Implications for the well-being of tourism business owners and managers, and ways of strengthening both psychological and organizational resilience are suggested.

Subfields: Clinical Psychology, Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8c4e3c82766855566c2adf4d1888773aacc28e04

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In Clinical Psychology

1. Gaurav Joshi
2. Deepti Pathak

Citations in the corpus

• Impact of psychological capital and life satisfaction on organizational resilience during COVID-19: Indian tourism insights (2020, background): “Organizational resilience is described as the perceived capability of the organizations to overcome disturbances and embrace the changes (Prayag et al., 2020; Vargo & Seville, 2011).”