COVID-19 Pandemic Impact Tourism Stakeholder: Comparison
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The impact of the COVID-19 pandemic on the tourism industry is still being sustained, and the response of the tourism industry is an indispensable element that is increasingly recognized. This response has led to the emergence of literature about the impact of COVID-19 on the stakeholders of the tourism industry, thereby contributing to the industry. Nonetheless, the criteriaon factors and investigated practices foron the implementation of decision-making by stakeholders in the tourism industry have not been fully explored. This study adopts Teorija Rezhenija Izobre-tatelskikh Zadach (TRIZ) principles and Decision-Making Trial and Evaluation Laboratory (DEMATEL) methods to construct a gap model of tourism stakeholders (GMTS) which solves thePractically, the irresistible risk industry is already synonymous with tourism industry decisionmaking problem under COVID-19. With a research background in Taiwan’s tourism. Indeed, it is an unstable industry stakeholders made up of 15 expert participants, GMTS identified 11 criteria factors, of which the three most important criteria factors provide decision-making directions. The causal relationship between these criteria factors was examined, and a causal diagram was drawn to clarify the most important criteria factors. This research examined the criteria factor implementation perspective. Travel “bubble zones” that ensure both “safety and quality” were concluded upon under government policies in the countries and regions of the world. Furthermore, the tourism industry is responsible for the overall “planning and management” of the travel “bubble zones”. Therefore, the “quality management” criteria factor provides important key . 2003, 2 million tourists reduce of SARS. 2009, Global Economic Crisis tourist 37 million reduce. 2020, the COVID-19 pandemic, the world's borders are blocked, all international travel is stopped, and the mobility of tourists is prohibited.However, effective decision-making for tourism stakeholders. The research indicates that it is recommended to attach importance to the “quality management” of the international travel “bubble zone” as the priority decision-making criteria factor under the pandemic. Furthermore, conversion policies and tourism regulais lacking, and few studies have determined the solutions are secondary criteria factors for improvement; when these two criteria factors are immediately improved, other criteria factors will be affected simultaneously and the degree of improvement will be weakened. In addition, GMTS was developed for in the tourism industry of stakeholder. How the tourism industry. The article also provides research literature and practice implications for stakeholders in the tourism industry, thereby providing insight for tourism to obtain a clear understanding of how to prepare for the implementation of sustainable development survives under the crisis context is an urgent issue.

  • COVID-19
  • Tourism Industry
  • Tourism Stakeholders
  • TRIZ
  • DEMATEL
  • GMTS
  • Travel Company
  • Hospitality Industry
  • Transportation Industry
  • Government
  • Tourist

[1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20][21][22][23][24][25][26][27][28][29][30][31][32][33][34][35][36][37][38][39][40][41][42][43][44][45][46][47][48][49][50][51][52][53][54][55][56]

1. Hospitality Industry and COVID-19 Pandemic

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The COVID-19 abandemi Pololikashvili, secretary-general of the UNWTO, stated that “Growth in inter[1]national has restricted interpersonal interaction, and many industries, including hotels an tourist arrivals and receipts continues to outpace the worldsm, have been severely affected [1]. The uncertainty o econommic recovey and both emerging and advanced economies are benefiting from rising tourism income [1]”. In 2019, the total international the continuous spread of COVID-19 have caused millions of people to suddenly lose their jobs; the hospitality industry is one of the first industries [2]. Hospitality an tourist arrivals worldwide were 1460 million, with total international tourism receipts of USD 1481 billion; Asia and the Pacific had 362 million tourists, with receipts of USD 443 billion [2]. In 2019, in Taiwan, tourist receipts and expenditure totaled USD 535.44 billion, with a total number of tourists of 28.9 million, including inbound and outboundsm, especially in parts of Asia, Europe and North America, have been affected in an unprecedented manner unseen in half a century [3]. Many hospitality businesses face existing global challenges [4, 5]. A number of significant detrimental international hotel industry operations, this is the long-term impact of the COVID-19 pandemic [6]. The COVID-19 pandemic has introduced difficulties to hotels in major cities in the United States to continue to operate [7]. In Hong Kong, COVID-19 seriously damaging the operations of the globa tourists (international travel); the number of people engaging in Taiwanese domestic travel sm hotel industry [8]. In Malaysia, COVID-19 has severely affected the occupancy rate of hotels, with Kuala Lumpur having the largestnumbered over 160 million [3]. Taiwan has a population of 23.8 million [4] Tr of cancellations [9]. In China, the social impact of COVID-19 on the ourism is one of the most importantm and hospitality industry [10]. In the Spanish hospitalit industries in Taiwan. On 23 January 2020, Wuhan declared a lockdown. On January 30, the World Health Organization (WHO) declared the outbreak a global health emergency. On 11 Mry, economic and tourism activities are generating an economic crisis [11]. In Italy, hotels and bed and breakfasts require financial support [12]. In India, hospitality workers’ issues, unemployment, revenue impact[13]. In Vietnam hotel industry resarch, the WHO declared the outbreak a relationship among the hotels’ responses t COVID-19 pandemic; on 20 April, 100% of worldwide destinations introduced travel restrictions; in 2020 and employee satisfaction was examined [14]. In Seoul, South Korea the hotel industry is highly vulnerable to health, disasters, and other risks; therefor, the number of international tourist tourists is insufficient, the occupancy rate is insufficient, and the hotel industry hs suffered 70% to 75% huge economic losses [15].

2. Transportation Industry and COVID-19 Pandemic

Trnegnsporative growth; 100–120 million direct tourism jobs at risk, and internationalion is the vector through which pathogens are distributed on a regional and global scale. Given tha tourism could plunge to the levels of 1990 [5]. T has the characteristic of needing to move [16, 17], ourism mobility led to indirectly supports pandemics. Since the outbreak o COVID-19 becoming a9, the scale of th global pandemic [6]. The irresistible risk industry is already synonymous with tourism. It is an unstable industry. In 2003, 2 million to crisis has been huge due to restrictions on the use of transportation by countries authorities around the world; global mobility has ceased [18]. Turists were lost due to SARS. In 2009, the Global Economic Crisis reduced the number of tourists by 37 million. In 2020, COVID-19 caused a reduction of 1.1 billion tourists, and a loss in international tourism receipts US$ 1.1 trillion [5 infected with COVID-19 on cruise ships, which occurred in countries such as France, Japan, the United States, and Australia, resulting in many countries banning cruise ships from docking in their ports [19]. A high risk of influenza infection has been found in transportation vehicles, such as cruises, airplanes, or travel groups [2]. The tourism industry is the most Degrow.info “The spread of covid-19 throug frequently impacted industry under the crisis [7,8]. Several researchers have highlighted that the impact of t long-distance travel, massive cruise ships, and short distance flights [21].” TheCOVID-19 on the tourism industry is significant [9–13]. However, impactive decision-making is lacking, and few studies have determined the solutions in the tourism industry. How the tourism industry survives under the crisis contextoutbreak has caused border closures, domestic and international travel has been stopped, and 65 international airlines have reduced flights by 95%[22]. The Allplane website released a piece of news, indicating that the “ airline bankruptcy list has been made public” thirty airlines worldwide declared bankruptcy [23]. “Thi is an urgent issue.

T emergency airlines around he t ourism industry must respond to orld are struggling to survive [24] ”. Approximately 25 million jobs inthe tourism disaster caused by COVID-19. The world has been in a panic in the past year industry, aviation industr, and tourism-r elated industries have suffered unprecedented significant effects. From the disappearance of international tourists to the instantaneous cessation of the tourism market, many related industries ceased value chains are at risk in China during the COVID-19 crisis [24]. In Australia, domestic flights have only reached 10% of pre-COVID-19 numbers [24]. The demand crisis faced by European airpor opera[1]tions. [14]. Tations under he COVID-19 pandemic has caused a significant crisis to all of the industries in the world [15], and this crisis has a significant impact on the tourism industry [12]. Scholars believe that global tourism and populc, and the cost to achieve viability [25]. Geneva ATAG indicates that the decline in air transporation movements have this yea caused the emergence or re-emergence of infectious diseases as one inevitable result of such movements [16]. The early evidence of the effects of travel, flights, cruise ships by the COVID-19 pandemic in 2020 will result in the loss of 46 million jobs provided by global aviation [26]. In Malaysia, airlines are facing the risk of bankruptcy, and the airline has asked the Malaysian government to intervene to provide suppor and accommodations under the pandemic is devastating [17]. The global pandemic of COVID-19 has severely hit economic industries such as tourism, hospitality andassistance to the aviation industry [9]. In Hong Kong, by pre-purchasing 500,000 tickets from Hong Kong-based airlines, the government will provide another USD 260 million in relief to inject liquidity into th airlines [18[2]. The government has forcibly closed hotels, restaurants, attractions and COVID crisis has led to an unprecedented reduction in the number o tourism-related businesses [19]. Travel and tourismists, and airport revenue have always beenlso droppe significant factorstly [25].

3 The COVID-19 Severely Hit the Travel and Tourism Industry

In 2019, 1. in globalization, and are the industries most affected by the COVID-19 pandemic [20]. The COVID-19 pandemic has notillion people traveled around the world [27]. Due to globalization factors, tourism ha been controlled, and the situation is unpredictable; t available to many people jobs, especially the middle class. herefore, research is essential for the restoration of tourism and the associated industries [21]. In tourism has become one of the largest industrial fields worldwide in the past two decades [28]. The global economic issues caused by the outbreak o the COVID-19 pandemic,ic are unprecedente for the tourism industry to form a new normal [11,22], a new approach to the crisis is required. Nevertheless, to the best of our knowledge, the previous literature has not found a crisis solution for ty, despite it having been previously afflicted by various crises. The tourism industry is the sector most affected by the situation; because the borders are closed, global destinations are inaccessible [29]. A study in South Korea highlights that “untact” is a health protection behavior in the ourism industry stakeholders. Mosty. The purpos of the early literature may be limited to the exploration of a wide range of issues related to the quantitative or qualitative nature of second-hand data analysis related to research is to explore the impact of COVID-19 risk perception on the behavioral intentions of untact-tourists, based on the framework of the health belief model and extended planning behavior theory; the results provide timely and insightful enlightenment fo tourism issues [23–27], to practitioners[30] . In Vietnam, COVID-19’s impact on the turism management issues and related strategic issues under industry and the government and tourism industry’s responses t the pandemic [28–33], and were assessed the satisfaction issues of accommodation and restaurants under the pandemic [34–37]. Some of the researchers study the economic issues that affectstudy includes data from government media sources, semi-structured interviews with 30 managers of travel companies, and 50 representatives of tourism and hospitality businesses, findings show that the government’s stimulus plan has helpe the tourismtrave industry in the COVID-19 pandemic [38–44], discuss the psychological issues of recover, various practices and opportunities fo travel stakeholders i were explored [31]. n the pandemic [45–50], or perform research on T Czech Republic, research has discussed the impact of the COVID-19 pandemic on rural ourism and Virtual Reality (VR) [51–53]. Past research has focused on six fun [32]. In Queensland, Australia, the impact of COVID-19 social distancing measures and travel restrctions. When ts on cultural ourism resources are in four regions wa invested, they cannot provide tourism stakeholders with the correct decision-making methods efficiently and quickly. In order to overcome this situtigated [33]. In Africa, the current pandemic highlights the fragility of the tourism industry’s globaliation, we propose a decision-making method for tourism stakeholders to address these problems.

The and the continent, which relies on global visits and globa cpast literature shows tpital, has suffered huge losses [34].

4. Government and COVID-19 Pandemic

he sig COVID-19 pnificance of the issues of cooperation between the tourism industry and its partners [54,55]. Tourism stakeholders include tourists, travel companies, travel providers, destination organdemic, since the Enlightenment and Industrial Revolution in 1700, is the most recent manifestation of the continuous development and progress of worldwide modenizations, governments, local communities, and practitioners [11n and globalization [3]. Many studies discuss the hospitality industry, the transportation industry, travel companies exchanges in global economic activity have been reduce, and government in the tourism industry, but research discussing a gap model of decision-making is lacking. Therefore, this research will adopt innovative methods to construct a GMTS. Kock and Assaf [56] aimed to advocate for the originality of ts in many countries and regions have imposed unprecedented restrictions on the movement and behavior of their populations [36]. The governments of all regions should face the serious impact of the inbound and outbound tourism travelers on the pandemic, even though the economic contribution of internationaltourism research. They hoped that was previously huge [37]. Therefore, the government’s role is critical t tourism scholars would propose an innovative and creative transformation process for industry recovery [38] [39]. Government warnings and travel bans exacerbate the negative results o the tourism industry [57]. Owing to the fragmented natureof the t[40]. Assuming a link between ourism industry, any person or organization that can involve disaster management or beneficial participants in the tourism industry is a stakeholder of the industry [58]. Tourism has been widely recognized as a sustainability industry, and stakeholder collaboration for the sustainability of tourism development has been examined [59]. Using Teorija Rezhenija Izobretatelskikh Zadach (TRIZ) principles, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) has been applied to complex and interrelated group problems, solving contradictions in the care cloud system and innovating the principles of the long-term care cloud system [60]. Altuntas and Gok [61] adopted the DEMATEL method to evaluate COVID-19 quarantine decisions based on the number of visitor consumption and the risk of health disasters, because travel increases the risk of infection, governments have travel bans [41]. Therefore, travel companies are required to find innovative conditions [42]. The government needs to seek alleviation measures to support the non-implementation of layoffs, reducing the negative impact of perceptions of job insecurity [15]. In China, research on the social impact of COVID-19 on the tourism and hospitality industry has recommended that government departments and the tourism and hospitality industry tailor travel arrangements according to tourists and apply them to the global tourism market [10]. In Malaysia, the government announced the four phases of the “Movement Control Order”, which will sign a contract with the tourism industry in Malaysia during the period of the prohibitios and the local population, solving complex problems and decision-making criteria factors.

T formulate effective policies to assist the tourism industry [18]. In Singapore, hish research uses the TRIZ principle to reason about the issues among relevant stakeholders in the tourism industryh, from the SARS experience in 2003, by the outbreak of COVID-19 in 2020; the government has adopted three measures, including travel, healthcare and community measure, to clarify the complex relationship results produced by contradictory problems across industries, to resolve contradictions and innovate principles, and to determine the extent of influence between innovation principles and which principles have exerted the most criticalcurb the spread of COVID-19 [43]. A study in Kyoto, Japan analyzed the dynamic process of tourism demand recovery and the applicability of effective policies using the contingent behavior method of quantitative research [44]. In Montenegrin, the government, which is focused on tourism and has responded to appropriate Macroeconomic policy response since the outbreak of the COVID-19[45]. The duration an impact. Experts’ questionnaires are used from hospitality, transportation, travel companies, academic universities and the t of the crisis on airports will depend on the containment of the virus and the effectiveness of monetary andgovernment. Methods such as mut fiscal stimulus programs [25].

5. Tourism Stakeholders and COVID-19 Pandemic

Stakehlti-cldriteria decision-making (MCDM), explanatory structure modeling and DEMATEL are used to determine the degree of influence between the criteria factors, and to make decisions. First, the information on the issues that led to the contradictory system construction is summarized; second, the innovative principles of the system are derived in order to adopt TRIZ heuristic reasoning; third, these innovative principles are evaluated by adoptrs in the tourism industry, such as hotels, agents, and attractions, are mostly small and medium-sized companies or family-run businesses with “independence” characteristics [46]. Stakeholders might choose to compete or collaborate ( or compete and collaborate simultaneously) with their counterparts under different circumstances [47, 48]. These stakeholders are the key players in strategic planning, tourism management, or operations [49]. Evidence shows that duing the expert questionnaire survey approach, which uses DEMATEL to measure the standard steps and compute the key innovation principles, such as th pandemic, the transportation industry, the hospitality industry, and travel companies are reducing labor and increasing layoffs [4]. Stakeholder relationships come from issues that ae criteria factors and feasibility. Thistical to creating and distributing value [50]. study aims to provide GMTS in order to address this issue; in China analyzed the conflicts between road- and roadless-access tourism in China’s large new national park, and a differentialtourism stakeholders will establish the new GMTS to solve the dilemma under the influence of COVID-19 and provide research literature and practical applications in order to bridge the research gap. This article has three aspects. First, this research provides a new model which integrates the TRIZ and DEMATEL methods to solve the problems of tourism sr analysis was conducted [51]. A study in Taichung, Taiwan that used social exchange and stakeholder theory investigated the effect of residents’ perceived benefits and costs on the subjective well-being and support of megaevents [52]. A study in Samoa, a tourism destination in the South Pacific, discussed the COVID-19 pandemic posing a public health threat to Pacific island countries; the World Health Organization worked with regional takeholders. Second, this study identifies the decision-making criteria factors implemented by tourism stakeholders so that decision-makers can evaluate their industry’s approach to sustainable development. Finally, this study explores the practice of the identified s to respond to Samoa’s points on pandemic prevention [53]. In Singapore and Bangkok, a study aimed to curb on-site vandalism of tourist attractions and participate in tourist attraction management surveys with multiple stakeholders [49]. Collaboration between stakeholders is acriteriaio factors that provider of disaster management [54]. The recreation of tourism stakeholders with insight into the existing capabilities in the implementation of decision-making under crisis, and this research will drive useful implications for stakeholders in ther theory have been adopted determine the effects of tourism and other events [55, 56]. In Canada, a study examined the concept of destination and DMO-relate tourism industry. On the contrary, if the relevant stakeholders i success and determined whether a relationship existed betwen the tourism industry cannot make effective decisions to face the crisis, they will not be two, research methods, qualitative research on interview methods, interviews 84 knowledgable to sustain the sustainable operation of the industry

ourism managers and stakeholders in 25 destinations [55]

 

 

https://doi.org/10.3390/su1314761

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