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Crisis Management and Organizational Performance of Small Hospitality Firms in Delta State, Nigeria

Hycienth Chukwunalu OLISEMENOGOR

Abstract

This paper explores the relationship between crisis management and organizational performance in small hospitality firms. The hospitality sector is highly susceptible to crises due to its dependence on external factors such as customer preferences, economic stability, and global events. Crisis management is a critical function for small hospitality firms, which often lack the resources of larger organizations but face similar vulnerabilities to disruptions. This paper explores how effective crisis management practices can influence organizational performance in small hospitality firms. Using a mixed-methods approach, the study evaluates current challenges and strategies employed during crises. This study examines existing literature, identifies key crisis management practices, and analyzes their impact on the performance of small-scale hospitality businesses. Using a combination of case studies and recent data, the findings highlight the critical role of proactive planning, effective communication, and adaptive strategies. Findings indicate that proactive planning, leadership agility, and communication strategies significantly impact recovery time and customer trust. The study concludes with actionable recommendations to enhance resilience in small hospitality operations. The paper concludes with recommendations for small hospitality firms to enhance resilience and sustainability in the face of crises.

Keywords

Crisis managementOrganizational performance

References

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