Network Embeddedness and Leadership Style: Determinants of Crisis Response Behaviour
Dirk-Jan F. Kamann
*
Faculty of Economics and Business, University of Groningen, The Netherlands and Department of Supply Chain Management, Faculty of Business and Economics, University of Pannonia, Veszprém, Hungary.
Petra Gyurácz-Németh
Department of Tourism, Faculty of Business and Economics, University of Pannonia, Veszprém, Hungary.
*Author to whom correspondence should be addressed.
Abstract
A nine month four wave mixed methods panel study of hotels in Hungary reveals that when facing a crisis situation like the pandemic, managers show on the one hand isomorphism in sharing the same topics, themes and underlying dimensions in their search for solutions to invoke resilience. However, more detailed policies show significant differences; leadership style and specific local network embeddedness explain this idiosyncratic behaviour. Anchoring control through adaptability in employment, operations, marketing and supplier relations secures financial and mental health. Flexibility and rapid decision making are essential; decentralised decision authority proves an advantage. Smaller hotels prove more flexibility; hotel chains offer financial security, but may also lead to closure. Applying Grounded theory, in total 47 interview results were analysed using Atlas. ti
Keywords: Hospitality, pandemic, resilience, local networks, network embeddedness, leadership, Atlas.ti