Tourism, Security and Safety From Theory to Practice

Suggestions for Future Research Using the Crisis Management 
Questionnaire
The above comment leads us to one interesting and significant question that has
yet to be answered. Specifically, do crisis management practices improve the posi-
tion and performance of the firm in the long run? At this time, we lack the long-
term perspective needed to test the method proposed in this chapter and to
comment on the above question. Therefore, this question remains unanswered as a
challenge for future research. Nevertheless, we provide an anecdotal example to
demonstrate how crisis management practices and firm performance may be asso-
ciated. We caution that this example should not be used to draw conclusions.
Two different locations in Israel are considered to be significant tourist destina-
tions: Tel Aviv and Eilat. There are approximately 35 hotels with about 6,600
Israeli Hospitality Crisis Management
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rooms in Eilat; in Tel Aviv there are 41 hotels with about 4,700 rooms. Eilat is pri-
marily a resort and vacation destination, and Tel Aviv is primarily a business cen-
ter. The performance of the local industries in terms of yield was approximated in
the past by Israeli (2002) for the purposes of evaluating the economic perfor-
mance. We borrow the yield proxies from the abovementioned analysis to evaluate
its relation to crisis management practices. Another possible aspect of performance
is average revenue per employee. This measure was received from the Israeli
Bureau of Statistics. Table 10 combines the data from our crisis management
results and from the performance results mentioned above. In the development of
the crisis management evaluation model, we presented the concept of achievement
on importance and on usage. The average achievement for practice importance and
usage (with its standard deviations) was calculated for the 24 hotels in Eilat that