Tourism Crisis and DisasterManagement in theAsia-Pacific; Copyright; Contents; Contributors; Acknowledgements; List of Figures; List of Tables; Part I Introduction; 1 Major Themes and Perspectives; 1.1 Introduction; Conceptualizing tourism crises and disasters; An Asia-Pacific focus; 1.2 Book Aim and Content; Aim; Content; 1.3 Conclusion; References; Part II Planning and Preparedness; 2 Conceptualizing Organizational Resilience in Tourism Crisis Management; 2.1 Introduction; 2.2 Destination Management Organizations (DMOs) and Shifting Foci; 2.3 Tourism Crisis Management Framework

2.4 Organizational ResilienceImportance and definition of organizational resilience; Organizations and crisis; 2.5 Organizational Resilience Management Framework; 2.6 Tourism Crisis Management: A New Perspective; Proactive planning and strategy formulation; Scanning to planning; Strategy evaluation and strategic control; Crisis communication and control; Resource management; Understanding and collaborating with stakeholders; Resolution and normality; Organizational learning and feedback; 2.7 Putting Things in Perspective; 2.8 Conclusion; References

3 Theoretical Perspectives on Crimes Against Tourists3.1 Introduction; 3.2 Rational Choice/Deterrence Theory; 3.3 Routine Activities Theory and Hot-spot Theory; 3.4 Social Disorganization Theory; 3.5 Anomie or Strain Theory; 3.6 Subcultural Theories; 3.7 Symbolic Interaction Theories; 3.8 Conclusion; 3.9 End Note; References; 4 The Influence of Organizational Culture on Crisis Planning: An Application of the Competing Values Framework (CVF) in Chinese Hotels; 4.1 Introduction; 4.2 Literature Review; Organizational culture; Culture influence on crisis management behaviour

The development and use of the Competing Values Framework (CVF)4.3 Method; 4.4 Preliminary Results and Discussion; 4.5 Implications and Conclusion; 4.6 Appendix: The Organizational Culture Assessment Instrument (Cameron, 2004); Dominant characteristics; Organizational leaders; Management of employees; Organizational glue; Strategic emphases; Criteria of success; References; 5 How Does Crisis Leadership Influence Effective Crisis Readiness (CR)?; 5.1 Introduction; 5.2 Literature Review; Crisis Leadership (CL); Crisis Readiness (CR); 5.3 Methodology; Grounded Theory (GT)

Background: the Red Shirt crisisSetting for the study; Data collection and analysis; 5.4 Findings; Preliminary phases of data gathering; Crisis experience; Crisis experience competency; Multi-faceted nature of Crisis Leadership (CL); Experiential Learning (EL); Experiential Learning (EL): Living Manual; Experiential Learning (EL): learned routineness; Experiential Learning (EL): forward planning; Moderating influence of institutional memory; 5.5 Implications and Conclusions; Crisis Leadership (CL) efficacy is enhanced by crisis experience and Experiential Learning (EL)

Crisis Readiness (CR) will reduce the impact of negative outcomes