Sustaining Organisational Viability in the Australian tourism industry at times of crisis

Abstract

In 2001, the almost simultaneous attacks on the World Trade Centre and the collapse of Australia’s second airline, Ansett Airlines, required responses by an industry that was already grappling with the consequences of the collapse of the HIH Insurance Company. This paper presents the preliminary findings of a research project that investigated the manner in which tourism organisations, representing different sectors of the industry, responded to these events. Strategic responses and the organisational learning which has taken place are discussed.