CHAPTER ONE

GENERAL INTRODUCTION

This chapter title “General Introduction” consist of the following; Background to the study, statement of the research problem, research objectives, research questions, research hypothesis, significance of the study, delimitation of the study and organization of the study for better understanding of what this research set out examine as far as crisis management and business resilience at Mawa hotel is concern.

1.1 Background to the Study

In an increasingly interconnected and volatile world, organizations across all sectors are facing unprecedented levels of disruption and uncertainty. The frequency and magnitude of crises, ranging from natural disasters and pandemics to economic downturns and socio political upheavals, have highlighted the critical importance of robust crisis management and business resilience strategies (Herbane, B. 2019). A proactive and adaptable approach to navigating these turbulent environments is no longer a luxury but a necessity for survival and long term sustainability. Also, the inherent fragility of business operations in the face of unforeseen events has driven increasing attention to the fields of crisis management and business resilience. From the global financial crisis (Altman and Rijken, 2011) to the more recent COVID 19 pandemic (Ivanov, 2020), organizations worldwide have been compelled to re evaluate their preparedness and adaptability. This need is particularly acute in regions characterized by political instability and socio economic challenges. As the scope and intensity of global crises increased, European researchers began to highlight the importance of dynamic adaptation and organizational learning in building long term resilience (Burnard and Bhamra, 2011). Specifically, the ability to learn from past crises and proactively adapt to new threats has become central to resilience strategies (Hamel and Valikangas, 2003).

As Europe economic dynamism and political complexity, increasingly confronted with a diverse range of crises that demand robust crisis management and business resilience strategies, from the financial turmoil of the Eurozone crisis (De Grauwe, 2010) and the disruptions caused by Brexit (Dhingra et al., 2017) to the ongoing challenges posed by climate change (EEA, 2021) and cybersecurity threats. European businesses face a constantly evolving landscape of risks. The concept of crisis management has evolved significantly in Europe over the past decades. Early approaches, often inspired by American models (Fink, 1986), emphasized structured planning and reactive responses. However, as European businesses faced increasingly complex and interconnected challenges, a more proactive and adaptive approach to crisis management emerged. Researchers began to emphasize the importance of stakeholder engagement (Argenti, 2009), communication transparency (Schultz et al 2011), and ethical considerations (L’Etang, 1996) in building trust and maintaining legitimacy during times of crisis.

The notion of business resilience has also gained increasing prominence in Europe, driven by a growing awareness of the interconnectedness of global supply chains and the potential for cascading disruptions. European governments and institutions have also played a key role in promoting crisis management and business resilience through policy initiatives and regulatory frameworks (Coombsand W. T. 2007) . The European Union, for example, has developed a comprehensive framework for disaster risk management (European Commission, 2021) and has established agencies such as the European Union Agency for Cybersecurity (ENISA) to address emerging threats. National governments across Europe have also implemented their own crisis management plans and business continuity standards (Cabinet Office, 2011).

In Asia, the increasing frequency and intensity of crises—ranging from natural disasters and pandemics to geopolitical conflicts and economic disruptions—have underscored the critical need for effective crisis management and enhanced business resilience globally. Asia, a region characterized by diverse economies, cultures, and political systems, the impact of crises is particularly pronounced due to its vulnerability to natural hazards, population density, and economic interdependence (UNDRR, 2020). The COVID 19 pandemic, for instance, severely disrupted supply chains, reduced consumer demand, and exposed weaknesses in crisis preparedness across many Asian nations (ADB, 2021). Asia, companies have been compelled to adopt more robust risk management strategies, including digital transformation, diversification of supply chains, and investment in human capital to build resilience (PwC, 2022). Countries like Japan, South Korea, and Singapore have demonstrated relatively high resilience due to strong institutional frameworks, technological innovation, and proactive planning. Conversely, emerging economies such as Bangladesh and the Philippines face greater challenges due to limited resources and infrastructural gaps (World Bank, 2022).

The study of crisis management and business resilience in the Asian context is essential to understand how firms can sustain operations and even thrive in uncertain environments. As the continent continues to evolve economically and geopolitically, businesses must adapt by embedding resilience into their strategic planning and operational processes. This study seeks to explore the mechanisms Asian businesses employ to navigate crises and the role of government, technology, and culture in shaping their resilience strategies.

In Africa, the continent is characterized by its diverse socio political landscapes, rich cultural heritage, and dynamic economic environments, presents a unique context for understanding crisis management and business resilience (Waserman and Faust 1994) . While experiencing significant economic growth and development in recent decades, Africa also faces a complex web of interconnected challenges that create vulnerabilities for businesses across various sectors. These vulnerabilities necessitate a heightened focus on robust crisis management and adaptive resilience strategies (Parker, 2004). . African nations have encountered a range of crises that have profoundly impacted their economies and business environments such as political instability and conflicts where several African countries have experienced periods of political instability, armed conflicts, and civil unrest. These events often disrupt trade routes, displace populations, destroy infrastructure, and create a climate of uncertainty that negatively impacts businesses. This can severely limit operations and deter

The relevance of these concepts becomes acutely pronounced in the context of Su Saharan Africa, where businesses often face a complex web of challenges, including political instability, corruption, infrastructure deficits, and economic volatility (Zoogah, 2019). Studies have shown that businesses in this region often lack the resources and expertise needed to effectively manage crises and build resilience (Dumbu and Chadamoyo, 2012). The interconnectedness of social, economic and political variables requires a tailored approach, moving away from models developed primarily for stable Western environments (Nwankwo, 2000).

Within the context of Cameroon, a country characterized by its diverse ethnic and political landscape, businesses face a unique set of challenges. The socio political landscape has become increasingly fragile, with the Anglophone crisis in the Northwest and Southwest regions significantly impacting economic activity (International Crisis Group, 2020). The conflict, rooted in long standing grievances, has led to violence, displacement, and economic disruption, creating a climate of uncertainty for businesses operating in the affected areas.

Bamenda, the capital of the Northwest Region, has borne the brunt of the socio political crisis. The tourism industry, once a significant contributor to the local economy, has collapsed due to security concerns and travel advisories (According to reports from the Bamenda Regional Delegation of Tourism), the once vibrant city has become a shadow of its former self, with businesses shuttering their doors, and residents living in constant fear of violence and extortion (Amnesty International, 2020). The imposition of frequent ghost towns (general strikes) and curfews has further crippled economic activity, disrupted supply chains and limiting access to essential goods and services (United Nations office for the Coordination of Humanitarian Affairs, 2019). In this turbulent environment, Mawa Hotel, a long standing establishment in Bamenda, embodies a compelling case study for exploring the practical application of crisis management and business resilience. A need to investigates the unique challenges confronting Mawa hotel, the innovative strategies it has deployed to weather the storm, and the extent to which these strategies have contributed to its survival and potential for future growth has now become and i area of major concern.

1.2 Statement of the Problem

Operating in a secure environment where guests and staff feel safe and protected from any security threats has become an area of major concern for the benefit of Mawa hotel as well as their customers. Despite the growing importance of crisis management in the hospitality industry, Mawa Hotel continues to face challenges in effectively responding to and recovering from security threats such as theft and terrorism. These threats not only jeopardize guest safety and business continuity but also impact the hotel’s reputation, profitability, and long term sustainability. It remains unclear to what extent the hotel’s current crisis management strategies and resilience measures are effective in mitigating the impact of such threats and ensuring stable business performance. It is against such a backdrop this study set to provide answers to the following research questions.

1.3 Research Questions

The following research questions were formulated to guide the study

1.3.1 Main Research Question

How does crisis management strategies and business resilience measures implemented by Mawa hotel impact its business performance and sustainability?

1.3.2 Specific Research questions.

1. How Mawa hotel’s security protocols been adapted in response to the security threats in Bamenda?
2. To what extent has Mawa hotel business performance and sustainability been impacted by the socio political crisis?
3. What security updates or changes to security protocols will have the greatest positive impacts on Mawa occupancy rate and revenue?

1.4 Research objectives

1.4.1 Main Research objective

To identify how crisis management strategies and business resilience measures implemented by Mawa hotel impact its business performance and sustainability.

1.4.2 Specific Research objectives

1. To examine how Mawa hotel security protocols been adapted in response to the security threats in Bamenda?
2. To investigate the extent to which Mawa hotel business performance and sustainability been impacted by the Anglophone crisis?
3. To identify the changes to security protocols that have the greatest positive impacts on Mawa occupancy rate and revenue.