Unpacking KM Challenges for Building Resilient Destinations. A Qualitative Study from Poland

Abstract

Purpose: The tourism industry is fundamentally defined by volatility and exposure to diverse shocks. Considering its vulnerability, tourism requires a robust understanding of resilience to accelerate post-crisis recovery. With knowledge management established in the literature as a vital element in navigating crises and fostering long-term resilience, this study aims to explore KM challenges as emerging difficulties during crises on the pathway toward organisational resilience. Methodology: This study employs a qualitative in-depth analysis of data gathered from Polish destination management organisations (DMOs). The research involved semi-structured interviews with 13 key representatives. Following the analysis, identified KM challenges were mapped against a resilience framework, consisting of absorptive, adaptive, and transformative capacities. Findings: The results indicate that absorptive capacity of the organisations was primarily undermined by informational chaos, disrupted information flows, and inconsistencies, which complicated knowledge management in the face of high volatility. Regarding adaptive capacity, KM challenges pertained to the necessity of unlearning standard operating procedures, managing emergent knowledge, and generating novel ideas under crisis conditions. Finally, KM-related challenges for transformative capacity stemmed from a lack of codified post-crisis knowledge (lessons learned) and a deficiency in translating crisis experiences into strategic organisational protocols. Research limitations: As this is a qualitative study based on the analysis of a limited number of organisations, its findings cannot be generalised and do not represent the sector as a whole. Furthermore, the research was conducted within a single country and in the context of two specific crises, which limits its broader applicability. Practical implications: This study offers valuable insights for practitioners into the challenges arising during a crisis, serving as a baseline for proactive preparation and building the organisational resilience before a new crisis emerges. Originality/value: By integrating KM challenges with the resilience framework, it offers a more nuanced understanding of the role of knowledge management within the tourism crisis context and provides a food for thought for researchers focusing on KM and resilience.