Abstract
The tourism industry is prone to crisis and disaster which must be planned for and managed. The paper analyses the early reactions of Singapore Airlines to the crisis caused by the first fatal crash in the history of the main company within the context of crisis management theory. The accident is explained and company responses are reviewed, with emphasis on the communication strategies adopted and media reporting. Some reference is also made to the wider role of national carriers and final conclusions suggest the need for further research into crisis management and tourism with scope for collaboration between industry and the academic community.
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