Morphing management methods to build rapid resiliency during crisis

Abstract The tourism industry was drastically impacted during the COVID‐19 pandemic which caused managers to face uncertainty and unprecedented challenges. An interpretative case study of an international airline was conducted which revealed rich insights and descriptive stories captured through interviews. A cross‐interview analysis and iterative coding, inductively led to concept development. A new concept of Rapid Resiliency is distinguished from Organizational Resiliency based on the element of compressed time. Organizational Resiliency is a capacity built over time whereas Rapid Resiliency describes the building of resiliency quickly while living through a crisis experience. The model shows that pandemic driven environmental changes including decreasing passenger demand, travel restrictions and stringent health measures placed extraordinary pressure on the airline. Four propositions are presented describing management approaches that culminate to help organizations build resiliency swiftly during crisis.