The occurrence of sudden crisis events often has a great impact on the sustainable development of enterprises [12]. Therefore, many scholars have conducted a lot of research on the impact of such crisis events on enterprises and their coping strategies [22,23]. Jang et al. [24] examined changes in the competitive response of two companies to a defamatory product injury crisis event and its impact on the relationship between advertising and consumer online search behavior. Wang et al. [25] compared the differences between traditional and emergency decision problems and proposed an emergency response strategy for emergencies with complex system characteristics through the special constraints of emergency decision. Using a state-space model, Liu et al. [26] found that when a product suffers an unexpected crisis event, a company’s product recall behavior brings negative product information, which adversely affects brand preference and advertising effectiveness. Based on a third-party recycling model, Wang et al. [27] confirmed that a coordinated strategy of a closed-loop supply chain is an effective way to deal with emergencies. So, if there is a sudden crisis event in a tourist attraction, what kind of impact will it have on tourism enterprises and consumers? In addition, if tourism companies can predict the occurrence of future scenic crisis events, how can they develop their own optimal strategies? Unfortunately, few studies are involved in this topic, and most of the literature selects specific scenic spots or single types of scenic spots to study the impact of emergencies and the coping strategies of scenic spots [28,29,30]. Therefore, the idea of supply chain management is introduced into the sudden crisis events of tourist attractions more in line with the realistic requirements. In addition, the repu tation of tourist attractions is dynamic and subject to the influence of tourism enterprises’ decisions; therefore, it is necessary to consider the dynamic nature of the reputation of tourist attractions and the long-term impact of this dynamic on the economic, environmental and social benefits of the supply chain.

Numerous scholars have found that one of the most effective means of improving the performance of supply chain members is cooperation among members and that cooperation among members manifests itself in different contract designs: Quantity flexibility, two-part tariff and cost-sharing contracts, etc. [31,32,33,34]. However, this paper considers cost-sharing contracts among supply chain members. Bai et al. [35] proposed a revenue and promotion cost-sharing contract and a two-part tariff contract to perfectly coordinate a sustainable supply chain system consisting of a manufacturer and a retailer. In the presence of consumers’ environmental awareness or carbon taxes, Yang and Chen [36] investigated the effects of revenue sharing and cost-sharing contracts offered by retailers on a manufacturers’ carbon emission reduction efforts and the profitability of both members. They found that both contracts stimulated the manufacturers’ incentives to reduce emissions, increased manufacturers’ emission reduction levels and promoted the profitability of both members. Li et al. [37] studied the impact of revenue sharing and cost-sharing contracts offered by retailers on the low carbon strategies of members with and without bargaining channels in low carbon supply chains and found that both contracts coordinate the entire supply chain, but neither contract coordinates the supply chain if the supply chain members bargain over the sharing rate, regardless of the symmetry of bargaining power. Xiao et al. [38] constructed a sustainable supply chain consisting of a manufacturer and a supplier and investigated the effect of cost-sharing contracts on the sustainable investment level of the supplier and the profit of the supply chain members. They found that cost-sharing facilitated the improvement of the investment level of the supplier and achieved the Pareto improvement of the profit of the supply chain members. All of the above studies have investigated the impact of cost-sharing contracts on supply chain members’ decision making and performance. However, since most studies consider member decision making and cost-sharing contracts from a static perspective, it is necessary to consider the long-term effects of the dynamics of supply chain member decision making on the economic, environmental and social benefits of the supply chain.

In summary, most of the existing studies on low-carbon tourism mainly focus on the sustainability issues of individual tourism enterprises and the development of corporate strategies for supply chains composed of multiple tourism enterprises. They neglected the issue of corporate cooperation among tourism enterprises when they form a supply chain. In addition, tourists may also encounter sudden crisis events that occur in the tourist attraction during their visit, and whether crisis events will affect interfirm cooperation is a question that is bound to arise and that is worth exploring. Therefore, our study extends this part of the literature. In addition, research on sudden crisis events has mostly focused on the issue of corporate response strategies after the crisis, neglecting the issue of strategy formulation before the crisis. Finally, studies on the effects of cost-sharing contracts on interfirm cooperation in supply chains have mostly studied the impact of cost-sharing contracts on supply chain performance from a static perspective. They ignore the dynamic change characteristics of the environment in which firms are located and the impact of firms’ current decisions on future supply chain sustainability.