Relationships between vulnerability and resilience capacity in tourism: A comparative analysis of various tourism operators

Tourism establishments are highly sensitive to the pressures created by the crises and adverse environmental conditions, which renders these businesses more vulnerable and difficult to sustain their operations. Given the increasingly competitive conditions, the survival of the businesses in the face of these pressures is dependent on the development of a capacity that would improve their resilience and protect the businesses. Based on this perspective, the present study aimed to determine the relationships between resilience capacity and vulnerabilities. The resilience capacity was determined with the ResOrgs Model. The model was restructured based on the Exploratory Factor Analysis and Confirmatory Factor Analysis conducted on the data obtained from 401 valid questionnaires responded by the managers of tourism operators in Istanbul and expert opinion. As a result of the analyzes, a new tourism-specific resilience capacity model that included 'planning strategies', 'proactive posture', 'access to information', 'networks and relations', 'leadership' and 'business culture' dimensions were determined. Furthermore, expert opinion and field survey demonstrated that the vulnerabilities of tourism businesses were 'economic problems', 'political problems', 'security problems', 'seasonal fluctuations', 'sudden changes in tourist preferences', 'competitive pressures', and 'problems related to laws and regulations'. In the study, it was determined that the resilience capacity of the businesses decreased due to the vulnerabilities such as 'economic', 'political', 'seasonal', 'competition', 'sudden changes in tourist preferences' and 'legal problems'. On the other hand, it was identified that all dimensions of resilience capacity were effective in reducing vulnerabilities. In this context, the impact of each dimension of resilience capacity on each type of vulnerabilities were evaluated invi accommodation, travel and airline operators. It was observed that while 'planning strategies' and 'business culture' played an important role in reducing vulnerabilities in accommodation businesses; 'business culture' was the most frequently observed dimension that reduced vulnerabilities in travel agencies. In airline operators, it was determined that 'networks' were the most frequently observed dimension in reducing vulnerabilities. As a result of the abovementioned findings, it was recommended for tourism businesses to review their organizational structure and develop a resilience capacity that is suitable for their internal processes and could be used as a balancing factor in the stormy environment they inhabit.