Diana Dryglas, Guest Editor, AGH University of Krakow, Poland

Anna M. Lis, Co-Editor-in-Chief, Gdansk University of Technology, Poland

Anna Ujwary-Gil, Editor-in-Chief, Institute of Economics, Polish Academy of Sciences, Poland


Aims and Scope of the Call for Paper

Tourism industry landscape of entrepreneurship and management has been changed in terms of spatiotemporal scale and impacts of the coronavirus pandemic that lead to high uncertainty, stress and anxiety at individual, organizational, and societal levels (Okafor, Khalid, & Gopalan, 2022). Tourism business has been consistently growing till 2020, except for the periods of oil shocks of the 70s, the economic slowdown of 2009, and a few other terrorist attacks, earthquakes, and other natural disasters. Since World Health Organization (WHO) declared the global pandemic at the beginning of 2020, tourism has been one of the most affected sectors (Kaczmarek et al., 2021; Senbeto & Hon, 2020). While some industries managed to adapt to survive, tourism industry has encountered unprecedented failures due to travel restrictions, social distancing, and the lockdown of tourism businesses.

The rise in new circumstances, changes, challenges and economically uncertain environments worldwide has brought forth the importance of a resilience-oriented management approach in the tourism industry (Hall, Safonov, & Naderi Koupaei, 2023). Despite the growing interest in the literature on resilience, its theory has not yet been widely applied to the tourism industry. Building resilience within the tourism system, sector, organization, community, destination, and individual (Prayag, 2023) may be facilitated by developing an understanding of the resilience role in the post-pandemic tourism context. Resilience as an ongoing process requires constant learning, flexibility, adaptation, and evaluation and, as an outcome, includes not only recovery but also transformation and/or development (Tomej, Bilynets, & Koval, 2023). Thus, resilience has become a powerful discourse for multiple stakeholders to enable them to plan for, adapt to and recover from disturbances and transform into a much more sustainable form (Dryglas & Salamaga, 2023). Resilience, as a multidimensional and multilevel construct, may transform the tourism industry into a new global economic order characterized by sustainable development, the well-being of employees, green management, and involvement of stakeholders (Sharma, Thomas, & Paul, 2021).

In this era of economic, technological, social and environmental challenges, it is vital to have research papers that will shed some light on issues that are of paramount importance to build tourism resilience successfully for recovery, transformation and sustainability from a multilevel perspective. By recognizing these current gaps, this JEMI issue aims to contribute to understanding the resilience role in the post-pandemic tourism context. We seek quantitative and qualitative papers that advance our knowledge on managing tourism resilience in the new global economic order, with a special focus on opening new directions for research into the tourism resilience strategies/dimensions at the system, organization, community, destination, and individual levels.

Building networks of relations in the sector of tourism enterprises have not received enough research attention so far. Especially in the context of the operationalization of cooperation, its measurement, co-creation of services, or sharing of technological experience and knowledge (including digital competences of enterprises) in the value chain (e.g., Lis & Lis, 2021; Ujwary-Gil, 2020). We seek papers developing extant theoretical lenses and practical insights into the phenomenon suggested by the themes.

Papers may address, but are not limited to, the following potential research areas:

  • Process vs. outcome nature of tourism resilience in the post-pandemic context. The focus is on the processes of acquiring resilience with special attention to conditions, determinants, mechanisms for building resilience and flexibility, as well as adaptation.
  • Post-pandemic recovery vs. transformation of the tourism industry. The focus is on ways to recover and transform the tourism industry with special attention to topics such as change management, strategy and governance, new business models, innovation, and learning.
  • Sustainable resilience vs. resilient sustainability of tourism industry in the post-pandemic context. The focus is on the pursuit of sustainable development in the tourism industry, with special attention to topics such as barriers and stimulators to transform, environmental and social dimensions of transformation, stakeholders and relationships, inter-organizational cooperation, and links between resilience and sustainability.
  • A network of inter-organizational relations as an element of building the resilience of enterprises in the tourism sector. The emphasis is on the analysis of the network structure of tourism enterprises in a given region, the position of enterprises in the network, and its impact on the sustainability and resilience of operations.


Submission Guidelines

Submission deadline: November 30, 2023
Reviewed papers:  January 30, 2024
Final version of papers: February 28, 2024
Issue published: 2024

Please submit the paper proposals to JEMI at This email address is being protected from spambots. You need JavaScript enabled to view it. (indicating the title of the thematic issue: Managing Resilience, Sustainability, and Networks of Tourism Enterprises in the New Global Economic Order)

Papers that pass the initial vetting process will undergo a double-blind peer review. Submissions must be in English between 8,000 - 12,000 words. All submissions must follow the submission requirements (paper template, title page, declaration for authors, etc.) posted on the JEMI website at https://jemi.edu.pl/submission-and-policy Papers not adjusted to our formal guidelines will be desk rejected.


  • Dryglas, D., & Salamaga, M. (2023). Beyond the existing economic uncertainty: What builds the resilience capacity of spa enterprises within the tourism sector in Poland. Entrepreneurial Business and Economics Review, forthcoming.
  • Hall, C.M., Safonov, A., & Naderi Koupaei, S. (2023). Resilience in hospitality and tourism: issues, synthesis and agenda. International Journal of Contemporary Hospitality Management, 35(1), 347-368. https://doi.org/10.1108/IJCHM-11-2021-1428
  • Kaczmarek, T., Perez, K., Demir, E., & Zaremba, A. (2021). How to survive a pandemic: The corporate resiliency of travel and leisure companies to the COVID-19 outbreak. Tourism Management, 84(1), 104281. https://doi.org/10.1016/j.tourman.2020.104281
  • Lis, A.M., & Lis, A. (2021). The Cluster Organization: Analyzing the Development of Cooperative Relationships. New York, London: Taylor & Francis Group.
  • Prayag, G. (2023). Tourism resilience in the ‘new normal’: Beyond jingle and jangle fallacies?. Journal of Hospitality and Tourism Management, 54, 513-520. https://doi.org/10.1016/j.jhtm.2023.02.006
  • Okafor, L., Khalid, U., & Gopalan, S. (2022). COVID-19 economic policy response, resilience and tourism recovery. Annals of Tourism Research Empirical Insights, 3(2), 100073. https://doi.org/10.1016/j.annale.2022.100073
  • Senbeto, D.L., & Hon, A.H.Y. (2020). Market turbulence and service innovation in hospitality: examining the underlying mechanisms of employee and organizational resilience. The Service Industries Journal, 40 (15-16), 11191139. https://doi.org/10.1080/02642069.2020.1734573
  • Sharma, G.D., Thomas, A., & Paul, J. (2021). Reviving tourism industry post-COVID-19: A resilience-based framework. Tourism Management Perspectives, 37,100786. https://doi.org/10.1016/j.tmp.2020.100786
  • Tomej, K., Bilynets, I., & Koval, O. (2023). Tourism business resilience in the time of war: The first three months following Russia's invasion of Ukraine. Annals of Tourism Research, 99, 103547. https://doi.org/10.1016/j.annals.2023.103547
  • Ujwary-Gil, A. (2020). Organizational Network Analysis: Auditing Intangible Resources. New York, London: Taylor & Francis Group.