Building a framework for a resilience-based public private partnership

• Published in: Journal of destination marketing & management 2024-03, Vol.31, p.100849, Article 100849
• Main Authors: Ghanem, Marwa, Ghaley, Meril
• Format: Article
• Language: English
• Subjects: Egypt; Public private partnership; Qualitative; Resilience; Tourism
• ISSN: 2212-571X; 2212-5752
• DOI: 10.1016/j.jdmm.2023.100849

Covid-19's severe impacts on the tourism sector drove numerous research directions to explore resilience and define important aspects of surviving and adapting to unexpected disruptions, but relatively little exploration of tourism partnership resilience exists, despite the immense socio-economic importance of the tourism industry. This study pioneers exploration of the resilience of public-private partnerships (PPP) in the tourism sector. It endeavours to develop a framework for a resilience-based PPP through the lens of Social Capital Theory and the organizational resilience model. Drawing on an interpretive paradigm and utilizing a qualitative case study approach, the present research conducted an empirical investigation within the Egyptian tourism sector. The suggested framework provides practitioners with a tool for long-term strategy and progress evaluation to develop capacities to withstand disruptions and adapt to changing environments. Further insights into practice and theory are presented. •Pioneering exploration of resilience in the tourism public-private partnerships.•Introduces a resilience-based PPP framework for strategy and adaptation.•Illuminates the dynamic process of building resilience.•Anchored in Social Capital Theory and the organizational resilience model.•Underlines the role of structural, relational, and cognitive capitals in PPP resilience.