CSR strategy in the hospitality industry: from the COVID-19 pandemic crisis to recovery

Abstract

Abstract Purpose CSR strategy during the COVID-19 pandemic crisis and the recovery process emerges as a new research area in tourism and hospitality. Hence, the purpose of this study is to assess adaptations of CSR strategy during the crisis. Design/methodology/approach Research aims concentrate on identification of a CSR strategy framework and its adaptations during the pandemic in a selected hotel chain. A single case study, based on a content analysis of such documents as ESG strategy and reports, annual and quarterly reports, and other data, has been employed. Findings CSR strategy has been embedded in the corporate strategy and has been strengthened during the pandemic as the crisis has affected the company and its stakeholders. CSR strategy has been adapted to meet stakeholders’ needs, including employees, customers, communities, and environment. Practical implications During crisis, it is important to highlight and strengthen the company's commitment to sustainability; redirect strategy towards supporting businesses, employees, and communities; adjust the strategy to the evolving environment; provide safe tourism products; implement own sustainable and innovative programs and solutions; and prepare for recovery. Social implications CSR strategy contributes to sustainable tourism and is especially beneficial in a time of crisis due to the companies’ ongoing commitment towards stakeholders. Originality/value The value of the study lies in practical implications regarding CSR strategy in the pandemic, its adaptability potential in the crisis circumstances, and preparation for recovery. The study contributes to crisis management in the hospitality industry, and its novelty is linked to the specific context of the pandemic.