Abstract

Purpose: This study deals with a tourism organisation from Poland, which experienced not only the COVID-19 pandemic, but also the close war situation in Ukraine which caused a significant decrease in tourist traffic and revenues. Since, based on the literature, knowledge management can be useful for crisis management, this study aims to explore the role and usefulness of KM during crisis situations in tourism. Methodology: Qualitative in-depth analysis was conducted by using data collected via semi-structured interview with the CEO of a local tourism organisation in Poland. The research output is presented in the form of a single case study with that organisation as the unit of analysis. Findings: The case highlighted that: a) a crisis may not be the most appropriate time for the implementation of KM from the scratch in an organisation; b) having some minimal KM experience can be essential for a more structured and complex KM approach; c) organisations may benefit from lessons learned during the crisis to get insights for developing KM. These findings suggest that practitioners and policymakers facilitate KM awareness among tourism organisations to enhance resilience in coping with future crises. Research limitations: This is a single case study and thus it cannot be easily generalised or provide a comprehensive overview of the whole sector. It is also a case study from a single country, affected by two serious crises which limits the applicability of the results to other countries. Practical implications: The study provides useful insights for practitioners in tourism organisations aspiring to improve internal processes of knowledge management and thus mitigating the future tourism crises. Originality/value: This paper contributes to the body of knowledge in terms of the role and relevance of KM during the tourism crisis. It provides food for thought for researchers investigating the knowledge and crisis management processes within the tourism industry.

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