Developing dynamic capabilities to survive a crisis: Tourism organizations' responses to continued turbulence in Libya
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This is the peer reviewed version of the following article: Mansour, H.E.L. and Holmes, K. and Butler, B. and Ananthram, S. 2019. Developing dynamic capabilities to survive a crisis: Tourism organizations' responses to continued turbulence in Libya. International Journal of Tourism Research. 21 (4): pp. 493-503, which has been published in final form at 10.1002/jtr.2277.This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving at http://olabout.wiley.com/WileyCDA/Section/id-828039.html
This paper identifies specific types of dynamic capabilities that enable tourism firms to survive the crisis caused by the Libyan civil war. The literature on dynamic capabilities has matured, but little is known about the specific types of dynamic capabilities that enable firms to survive turbulent conditions. Using case studies of eight Libyan tourism firms, we find that ongoing interactions between firms and their environments and the specific actions taken by managers and employees are crucial to firms' survival and adaptation to the new environment. Our paper makes a theoretical contribution to the dynamic capabilities and crisis management literature.
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