Crisis Management in Managing Hotels in Labuan Bajo During The Covid-19 Pandemic

Reynaldo Angga Siagian, Gregorius A. Berybe, Thyophoida W.S. Panjaitan


The Covid-19 pandemic at the beginning of 2020 had a significant impact on all types of businesses which resulted in a crisis in all types of businesses in Labuan Bajo, one of which was the hotel industry in Labuan Bajo. The Covid-19 pandemic resulted in the room occupancy rate experiencing a drastic decline, one of which was due to the lack of domestic and foreign tourist visits. This situation requires the hotel industry to revise, innovate, and change its business strategy. This study aims to explore crisis and disaster management for tourism, especially in the hospitality industry by considering a strategic approach from the hotel management perspective. The government and local stakeholders in an effort to grow the hotel industry in Labuan Bajo. One of the strategies carried out by the government in an effort to grow the room occupancy rate is by establishing certification in the hotel industry that establishes health protocols based on Cleanliness (Cleanliness), Health (Health), Safety (Security), and Environment Sustainability (Environmental Sustainability) or CHSE. If it is known that each hotel has implemented and made improvements in terms of service to consumers based on the CHSE, the government will provide subsidies or funds intended for the purchase of tools related to handling COVID 19 in the hotel area. In addition, giving a CHSE Certificate to a hotel will create a feeling of security for consumers to stay at the hotel. The hotel also needs to identify what consumers need and want, as well as consumer behavior patterns, especially during the Covid 19 pandemic which pays attention to cleanliness, health, and sustainability, so hotel management in offering and carrying out hotel operational activities pays attention to the healthy lifestyle of consumers.


covid 19; crisis management; strategy

Full Text:



Alzoubi, R. H., & Hisham, J., (2020), The Mediating Effect of Crisis Management on Leadership Styles and Hotel Performance in Jordan, International Journal of Financial Research, 11 (4), 384 – 397.

Anderson, B. A. (2006). Crisis management in the Australian tourism industry: Preparedness, personnel and postscript. Tourism Management, 27(6), 1290–1297.

Avraham, E., & Ketter, E. (2016). Marketing tourism for developing countries: Battling stereotypes and crises in Asia, Africa and the Middle East (Palgrave-McMillan (ed.)).

Chen, M. H., Jang, S. C. (Shawn), & Kim, W. G. (2007). The impact of the SARS outbreak on Taiwanese hotel stock performance: An event-study approach. International Journal of Hospitality Management, 26(1), 200–212.

Courtney, J., (2020), COVID-19 will Cause a Significant Decline in Global RevPAR, Cash flow, for Rated Lodging Caompanies, Spglobal

Dung Le dan Giang Phi, 2021, Strategic Responses of The Hotel Sector to COVID-19: Toward a Refined Pandemic Crisis Management Framework, International Journal of Hospitality Management.

Fatihudin, D., Jusni & Mochklas, M. 2018. How Measuring Financial Performance. International Journal of Civil Engineering and Technology (IJCIET), 9(6): 553–557

Faulkner, B. (2001). Towards a framework for tourism disaster management. Tourism Management, 22(Tourism), 135–147.

Gallen, S. (2020). The response of tourism businesses vis-à-vis the economic ramifications of SARS-CoV-2.

Hao, F., Xiao, Q., & Chon, K. (2020). COVID-19 and China’s Hotel Industry: Impacts, a Disaster Management Framework, and Post-Pandemic Agenda. International Journal of Hospitality Management, 90(July), 102636.

Hyams, K. C., Murphy, F. M., & Wessely, S. (2002). Responding to chemical, biological, or nuclear terrorism: The indirect and long-term health effects may present the greatest challenge. Journal of Health Politics, Policy and Law, 27(2), 273–291.

Lee, C. C., & Chen, M. P. (2020). The impact of COVID-19 on the travel and leisure industry returns: Some international evidence. Tourism Economics, 1–22.

Mair, J., Ritchie, B., & Walters, G. (2014). Towards a research agenda for postdisaster and post-crisis recovery strategies for tourist destinations: a narrative review. Current Issues in Tourism, 1–26.

McKibbin, W., & R. Fernando, (2020), The Global Macroeconomic Impacts of COVID-19: Seven Scenarios, Centre for Economic Policy Research, Issue 10, 116-154.

Mochklas, M., Panggayudi, D.S., & Soenarto. (2019). The Work Culture Of South Korean Companies In Indonesia. Humanities & Social Sciences Reviews, 7(4): 603-608

Ningrum, P.A., Hukom, A., and Adiwijaya, S. (2020). The Potential of Poverty in the City of Palangka Raya: Study SMIs Affected Pandemic Covid 19. Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 3 (3): 1626-1634.

Novelli, M., Gussing, L., Jones, A., & Ritchie, B. W. (2018). Annals of Tourism Research ‘ No Ebola still doomed ’ The Ebola-induced tourism crisis. Annals of Tourism Research, 70(July 2017), 76–87.

Oktarini, P. W., & Gayatri, A., (2020), Manajemen Krisis Destinasi Wisata Pasca Bencana Tsunami Selat Sunda oleh Humas Pemerintah, Edutourism Journal of Tourism Research, 2 (2), 28-38.

Parsons, W. (1996). Crisis management. Career Development International, 1(5), 26–28.

Prideaux, B., Laws, E., & Faulkner, B. (2003). Events in Indonesia: Exploring the limits to formal tourism trends forecasting methods in complex crisis situations. Tourism Management, 24, 475–487.

Ritchie, B. W. (2004). Chaos, crises and disasters: A strategic approach to crisis management in the tourism industry. Tourism Management, 25(6), 669–683.

Ritchie, B., Bentley, G., Koruth, T., Wang, J.,(2011), Proactive Crisis Planning: lessons for the accommodation industry, Scandinavian Journal of Hospitality and Tourism, 11, 367-386.

Rosemberg, M. A. S. (2020). Health and safety considerations for hotel cleaners during Covid-19. Occupational Medicine, 70(5), 382–383.

Santana, G. (2004). Crisis Management and Tourism. Journal of Travel & Tourism Marketing, 15(4), 299–321.

Santos del Valle, A. (2020). the Tourism Industry and the Impact of Covid-19 Scenarios and Proposals. Global Journey Consulting, 34.

Sembiring, M.J., Fatihudin, D., Mochklas, M., & Holisin, I. (2020). Banking Employee Performance During Pandemic Covid-19: Remuneration And Motivation. Journal of Xi'an University of Architecture & Technology, 12(7): 64-71.

Sihombing, E.H., and Nasib. (2020). The Decision of Choosing Course in the Era of Covid 19 through the Telemarketing Program, Personal Selling and College Image. Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 3 (4): 2843-2850.

Tse, A. C. B., So, S., & Sin, L. (2006). Crisis management and recovery: How restaurants in Hong Kong responded to SARS. International Journal of Hospitality Management, 25(1), 3–11.

Zhang, C., Xu, C., & Cui, R. (2020). COVID-19 and the Chinese Hotel Sector. Retrieved from. HVS. Https://Www.Hvs.Com/Article/8723-COVID-19-and-the- Chinese-Hotel-Sector.

Zhao, B., Chen, C., Yang, X., & Li, Y. (2011). Role of two-way airflow owing to temperature difference in severe acute respiratory syndrome transmission: Revisiting the largest nosocomial severe acute respiratory syndrome outbreak in Hong Kong. Journal of the Royal Society Interface, 8(58), 699–710.


Article Metrics

Abstract view : 887 times
PDF - 192 times


  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.


Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.