Organizational resilience as a strategy for recovery and continuity of tourism SMES.

Abstract

The dynamic context that surrounds tourism organizations is unstable, due to diverse climatic, social and economic factors. Currently, an unexpected event generated abrupt changes in the business fabric: the pandemic originated by COVID-19; a situation that exposed vulnerabilities that go beyond traditional risk forecasting and reveals the difficulty in determining and predicting the effects of the environment on the operation of organizations. As a result of these abrupt changes and the need to elucidate why some organizations were successful in the response strategies implemented and managed to survive, when others closed down operations for good, organizational resilience emerges as the desirable capacity that allows organizations to overcome and continue in times of uncertainty. The objective of this research is to analyze and expose how organizational resilience contributes to organizations to stay in the market. Through documentary research, the importance of resilience for the recovery process in times of crisis was identified. Likewise, the dimensions of organizational resilience are established as processes that allow organizations to remain and renew themselves in times when their response capacity is put to the test. The phenomenon of resilience in the tourism sector has been little addressed in organizations and given the characteristic vulnerability of this sector, there is a need to deepen its research, therefore, this work seeks to be a contribution that expands the existing knowledge that contributes to a better understanding of the subject.