Abstract
Amid difficulty, the psychological capital of small tourism firm owners/managers has been given less attention. In the coronavirus disease-2019 (COVID-19) pandemic, this research examined how psychological capital (self-efficacy, hope, optimism, and resilience) affects organizational resilience. By structural equation modeling (AMOS 21.0), 644 small tourism firm owners in Malaysia were randomly selected to investigate the relationship between psychological capital and organizational resilience, and the mediating effect of problem-focused and emotion-focused coping strategies on this relationship. The findings of the study supported hypothesized relationships, as the psychological capital of small tourism firm owners in Malaysia significantly affects organizational resilience. Furthermore, the study discovered that problem-focused and emotion-focused coping strategies have partial mediating effects on the association between psychological capital and organizational resilience. In the context of small tourism businesses sector, the findings of the study have implications, as the firms identify the recovery procedure in the COVID-19 pandemic.
Highlights
With rise in frequency and effects, coronavirus disease-2019 (COVID-19) has become more common all over the world (Popkin et al, 2020; Mishra et al, 2021)
The findings suggest that both problem-focused and emotion-focused coping strategies partially mediate the relationship between psychological capital and organizational resilience
The results extend to the research of Prayag et al (2020) by demonstrating that, in addition to psychological capital, multiple coping strategies have an indirect impact on organizational resilience during a crisis
Summary
With rise in frequency and effects, coronavirus disease-2019 (COVID-19) has become more common all over the world (Popkin et al, 2020; Mishra et al, 2021). Recent evidence indicates that a new trend is emerging with COVID-19, with decreased mortality but increased costs (Cherry et al, 2020). Since epidemics such as COVID-19 influence tourism supply and demand simultaneously, the tourism sector is extremely sensitive to natural disasters (González-Torres et al, 2021). The effects of the COVID-19 pandemic on the tourism sector were “rapid, significant, and persistent.” Many epidemics, such as severe acute respiratory syndrome (SARS) in 2003, influenza A (H1N1) in 2009, Middle East respiratory syndrome (MERS) in 2012, and Ebola in 2014 (Zeng et al, 2005; Lee et al, 2012; Novelli et al, 2018), have seriously affected
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