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Call for Papers



The International Journal of Tourism and Hospitality Management in the Digital Age


Invites submissions for a special issue on


Strategic Enterprise Risk Management and Crisis Preparedness in Hospitality and Tourism in the Current Digital Economy.”


Deadline: April 15, 2016


All inquiries should be should be directed to the attention of:

Angelo A. Camillo, PhD
International Journal of Tourism and Hospitality Management in the Digital Age (IJTHMDA)
E-mail: [log in to unmask]

Associate Editors

Isabell Camillo, Brock University, Canada

Francesca Di Virgilio, PhD, University of Molise, Italy

Angelo Presenza, PhD, University of Molise, Italy


The journal also accepts submissions on any other topics it covers without deadline:



Prospective authors should note that only original and previously unpublished articles will be considered. INTERESTED AUTHORS MUST CONSULT THE JOURNAL’S GUIDELINES FOR MANUSCRIPT SUBMISSIONS at PRIOR TO SUBMISSION. All article submissions will be forwarded to at least 3 members of the Editorial Review Board of the journal for double-blind, peer review. Final decision regarding acceptance/revision/rejection will be based on the reviews received from the reviewers. All submissions must be forwarded electronically. To submit your article please follow this link: . You must first register if you have not previously published with IGI-Global.

All submissions and inquiries should be directed to the attention of:

The International Journal of Tourism and Hospitality Management in the Digital Age (IJTHMDA) is published by IGI Global (formerly Idea Group Inc.), publisher of the “Information Science Reference” (formerly Idea Group Reference), and “Medical Information Science Reference”, “Business Science Reference”, and “Engineering Science Reference” imprints.

For additional information regarding the publisher, please visit .

About the Journal:

The digital revolution has had a powerful impact on a variety of industries and sectors. The tourism, hospitality, and leisure industries in particular have witnessed a dynamic shift as more consumers are turning to digital platforms and service providers to plan and complement their personal recreational activities. Understanding the true potential to integrate digital services and tools into the customer experience is an essential component for success in the digital economy.

The International Journal of Tourism and Hospitality Management in the Digital Age (IJTHMDA) explores managerial solutions, business models, digital tools, and service innovations for maintaining a competitive edge in the travel and leisure industry. Emphasizing topics such as web-based platforms for travel planning and management, online reviews and their impact on brand trust, and mobile technologies and apps for tourism engagement and enhancement, IJTHMDA presents emerging research and real-world examples of how technology is reshaping the tourism, travel, and hospitality industries. IJTHMDA aims to be a pivotal reference source for emerging research, concepts, and managerial solutions within the hospitality and tourism industry with an emphasis on the impact of technology on consumer behavior, service demand and delivery, and customer experience. IJTHMDA meets the research needs of managers, business executives, researchers, educators, and graduate-level students in the areas of travel and tourism, hotel management, event planning, luxury services, and restaurant management.

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Background: Strategic Enterprise Risk Management and Crisis Preparedness in Hospitality and Tourism in the Current Digital Economy.”


Strategic management is about survival in the hypercompetitive business world. Management must therefore, prepare and decide when and how to act to prevent dealing with unexpected events.


During the world Travel Conference held in London, England from November 7 to 10, 2011, a  panel of experts discussed the importance of risk management within the hospitality – tourism and travel industry. The panel concluded: “Risk Management, which drives revenues in addition to protecting the well-being of guests/travelers, is more important than revenue management”, (WTM, 2011). 

Firms and governments around the globe, but especially those in hospitality, travel and tourism, are confronted with an increasing number of crises, often consisting of new threats, particularly those involving Information and Communication Technologies (ICTs) and destructive attacks to physical infrastructures. Crisis exists across all industries, and the hospitality and tourism industries are not immune. Risk Management deals more with the prevention and disruption of negative events, also known as crisis. There are many types of issues facing businesses and governments today; however; it is important to understand and recognize what constitutes a true crisis? Once a crisis has been defined, the firm can organize itself (Autogrill, 2015). Within the context of global business and to a certain extent foreign governments, a crisis consists of anything, any event that negatively affects the reputation, security, leadership, brand, its financial assets and performance and potential destruction of historical - physical patrimony like the Coliseum in Rome, Italy, the Acropolis in Athens, Greece, or the Statue of Liberty in New York, U.S.A.

Crisis may spread beyond the safety net creating significant financial knock - on effects on the companies themselves and on all stakeholders they may be connected with. The international press as well as private security agencies and governments’ agencies report and warn stakeholders about the vulnerabilities of the digital interconnected world of business, especially the interconnection through social media.  Therefore, firms and governments around the world must be prepared and remain vigilant in order to deal and manage potentially disruptive events. The complexities of modern crises often require the involvement of many actors, above and beyond emergency services, and this demands effective communication, coordination, and synergy among all parties involved to achieve a successful outcome.

The capacity of an organization to plan for risk and to coordinate crisis management is a fundamental element of good governance, as it tests its capacity to provide the appropriate responses at the right time, in order to protect customers, business associates, and their very existence, and mitigate the impact of disasters. To successfully overcome the impact of any risk gone wrong, especially post crisis, all players who are vulnerable must be equipped with the right tools, have proper planning in terms of communication, coordination and execution that spans across their network of subsidiaries and according to their economy of scope.

The purpose of the research is to investigate and determine if hospitality and tourism operations have a risk management and communication’s plan in place. At the core of the research is the importance of crisis preparedness, communication and strategic Enterprise Risk Management (ERM) in the global context. The focus should also be on managerial communication and crisis interdependency with emphasis on the hospitality, tourism, and related businesses, from a strategic management perspective (long-term) (HBS, 2013; Covello et al, 2001; Paraskevas, 2015). The research should encompass the severity of the consequences firms, governments and any organization whether public or private, can suffer due to lack of preparedness in dealing with the planning and coordination of communication and crisis management within the framework of “ERM” and on the understanding of their interdependency when an event occurs.

Key factors that affect these industries include but are not limited to: data breach of hospitality businesses, counterfeit of global food and beverage products, consistent and potentially devastating terrorists’ threats to people, companies, historical infrastructures, especially historical patrimony such as the Vatican and other factors that may involve extraordinary circumstances where help or intervention to the crisis is located at a far distance (France24, 2015; Hotel Management, 2015).  The latter refers to the numerous and reoccurring cases of foodborne illnesses in cruise liners. The table below highlights the severity of the occurrences of foodborne illnesses just in five months (CDC, 2015):


Cases of gastrointestinal illness (GI) outbreak on board of cruise liners from January to May 2015, total of nine cases.


Cruise Line

Cruise Ship

Sailing Dates

Causative Agent

Princess Cruises

Star Princess

4/29 - 5/14


Oceania Cruises

Oceania Marina

4/21 - 5/7


Holland America Line

ms Maasdam

4/17 - 5/1


Princess Cruises

Coral Princess

4/12 - 4/27


Royal Caribbean Cruise Line

Legend of the Seas

3/30 - 4/14


Celebrity Cruises

Celebrity Infinity

3/29 - 4/13


Norwegian Cruise Line

Norwegian Pearl

3/26 - 4/6


Celebrity Cruises

Celebrity Equinox

2/13 - 2/23


Royal Caribbean Cruise Line

Grandeur of the Seas

1/24 - 2/3


Source: U.S. Centers for Decease Control


An additional, and to certain extend devastating factor is the reputation damage caused by any crisis which is costly and difficult to repair during any post crisis situation (De Maria W., 2010).


Scope of the call for papers on this research proposal


The scope of the research revolves around the Enterprise Risk Management (ERM), communication both internal and external, and crisis within the framework of ERM.  A well-formulated strategy can prevent potential negative effects in any organization and can lead to success. As mentioned earlier, strategic management is about survival in the hypercompetitive business world. Management must therefore prepare and decide when and how to act to prevent dealing with unexpected events. This study should inspire researchers to deepen their understanding on the importance of the criticality of strategic ERM and the interdependency between communication and crisis management. Specifically, this study could focus on consistent cyber-attacks, security breaches, counterfeit products especially wine, natural disasters, food poisoning on cruise liners, fire in hotels, and terrorists’ attacks that have specifically affected the hospitality and tourism industry. The ultimate goal is to raise awareness about the interconnected world, especially for businesses that deal with the public like the hospitality and tourism industry. Hence, businesses operating in hospitality and tourism cannot ignore the danger any potential risk may cause with unexpected consequences because of being unprepared to deal with dangerous and consequential crises.



Autogrill (2015), “ERM; an integrated model to identify, measure, manage and monitor risks”, Accessed March 15, 2015 at:

CDC (2015). Outbreak Updates for International Cruise Ships. National Center for Environmental Health, Division of Emergency and Environmental Health Services. Retrieved June 19, 2015 from

Covello V., Peters R., Wojtecki J., et al. (2001), “Risk communication, the West Nile Virus epidemic and bioterrorism: Responding to the communication challenges posed by the intentional or unintentional release of a pathogen in an urban setting”, Journal of Urban Health: Bulletin of the New York Academy of Medicine, vol. 78, n. 2, pp. 382-391.

De Maria W. (2010), After the scandal - Recovery options for damaged organizations. Journal of Management & Organization. vol. 16, n.1, pp. 66-82

FRANCE24 (2015) IS group claims responsibility for massacre at Tunisia beach resort. France24, International News Online. Accesed June 29, 2015 at:

HBS (2013), “Harvard Business School, Executive Education, Global Strategic Management study program”, Accesses April 4th, 2014 at:

Hotel Management (2015), The anatomy and consequences of a hotel data breach. Hotel and Motel Management Online Magazine. Retrieved July 2, 2015 from

Paraskevas, A. (2015), Terrorism and the Complexity of Soft Targets: The Case of the Tourism Industry. Economic and Social Research Council. Oxford School of Hospitality Management. Retrieved June 18, 2015 from:

WTM (2011), Events Programme 2011. Expert Panel Discussion. Retrieved June 18, 2015 from:




Best regards,



Angelo Camillo


My Recent publications Available on Amazon

Founding Editor-in-Chief: International Journal of Tourism and Hospitality Management in the Digital Age (IJTHMDA)


Angelo A. Camillo, PhD

Associate Professor of Strategic Management

School of Business - Woodbury University 

7500 Glenoaks Boulevard, Burbank, CA 91510-7846 - USA

Phone: +1 - 818.394.3314 - Fax: +1 - 818.394.3311

Website: - Email: [log in to unmask]

Personal page:



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