Reflections on a double-whammy crisis among hospitality and tourism business operators of a popular tourist destination

Abstract

Embracing the underpinnings of ontological security/insecurity and the fresh start mindset, the study examines the reflections of hospitality and tourism business operators/leaders (owners/managers) in the aftermath of two severe crises affecting the ultra-peripheral region of La Palma Island. Specifically, the participants’ perceived impacts and their views regarding the medium- and long-term future of their business following COVID-19 and the recent volcanic eruption were gathered. The study used an inductive approach through semi-structured, in-depth, open-ended interviews, complemented with on-site observations and note-taking. The analysis reveals the significance of seven dimensions. For instance, the financial loss/gain, the turmoil, and dejection dimensions help deepen the understanding of the crises’ impacts. The tailoring and buoyancy dimensions underscore adaptiveness and optimism in responding to unprecedented crises, while the despondency and prudence dimensions indicate pessimism and caution. A developed framework highlights the dimensions’ contribution and theoretical and practical implications for communities facing extreme disruptive challenges.