Author(s): Maisoon Abo-Murad, Abdullah AL-Khrabsheh, Rossilah Jamil
Earlier studies that investigated the effect of organisational culture on crisis management adopted an orthodox view. Furthermore, all studies focused on the post-crisis stage. These limitations prevented an understanding of the crises and disabled the alignment of the organisational culture, organisational learning and crisis management. This study explored the organisational cultural barriers affecting crisis management, primarily in the hotel industry. The researchers interviewed the hoteliers, legislators, and government officials from the Malaysian hotel industry. Secondary data, which included documents from the government, hotel cases and hotel associations, was collected and analysed using the Nvivo 10 software. Results indicated that the organisational culture significantly influenced crisis management throughout the crisis stages. This study noted many organisational and cultural barriers that affected the crisis management. All cultural barriers were interrelated throughout the crisis stages. A fourth cultural barrier was noted and an integrated crisis management model was proposed. The theoretical and practical effects of all parameters were discussed and further suggestions were made.