Re-organisation of Hilton Hotels International, 1958-59: a reactive crisis approach

Mary Quek

Research output: Chapter in Book/Report/Conference proceedingChapter


This chapter aims to extend the study of crisis management in the tourism industry by analysing the issues faced by a multinational hotel firm, Hilton Hotels International (HHI), during the foray into the international hotel industry in the 1950s. Archival documents and secondary data were collected to conduct a case study. This findings show that the historical analysis of a hotel company at a micro level extended the already less explored hospitality crisis management to include history which placed present managers’ practices into context. Moreover, management and their accumulated experience are shown to underpin a firm’s capability to exploit internal resources and explore external opportunities to enable a firm to grow and survive. In addition, by integrating the co-evolutionary and dynamic capabilities concepts with the historical analysis of a case study, this chapter contributes to the research agenda of engaging history, management and organisation studies.
Original languageEnglish
Title of host publicationTourism and Crisis in Europe XIX– XXI centuries
Subtitle of host publicationHistorical, National, Business History Perspectives
EditorsMargarita Dritsas
Place of PublicationAthens
PublisherKerkyra Publication
ISBN (Print)978-960-9490-31-3
Publication statusPublished - 2014


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