Crisis management gaps in tourism mountain destinations: toward a new approach based on innovative milieu to include the territorial dimensions in business continuity responses

Crisis management gaps in tourism mountain destinations: toward a new approach based on innovative milieu to include the territorial dimensions in business continuity responses | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Crisis management gaps in tourism mountain destinations: toward a new approach based on innovative milieu to include the territorial dimensions in business continuity responses Randolf Ramseyer, Emmanuel Salim Salim, Emmanuel Fragnière, Leïla Kebir This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7011446/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract This paper presents a methodological advancement in crisis management research for tourism destinations through the development of a territorial-innovative milieu analytical framework. Conventional business continuity planning (BCP) often relies on standardized protocols that overlook territorial specificities. In contrast, this study introduces a novel approach that integrates qualitative territorial analysis with innovative milieu theory to examine crisis response mechanisms in mountain tourism destination contexts. Addressing a key methodological gap, the research demonstrates how territorially embedded qualitative methods can uncover collaborative innovation processes that remain invisible to traditional organizational-centric models. Using a mixed-method qualitative design, the study combines semi-directive interviews with territorial dynamics analysis, across two Swiss Alpine destinations and one in the French Pyrennes, during multiple crises, including COVID-19, climate change, and energy disruptions. The methodological innovation lies in applying innovative milieu theory to understand how territorial actors co-create adaptive responses under polycrisis conditions. Empirical findings reveal that effective crisis management emerges from territorially rooted collaborative networks functioning as systems of collective intelligence, challenging the individualistic assumptions of classical BCP. The paper’s primary contribution is the development of a territorial-innovative milieu BCP model, offering a systematic framework for analysing crisis management in territorially embedded systems. This model provides researchers and practitioners with a rigorous method to explore how local knowledge, social capital, and collaborative capacity interact to generate adaptive responses, thereby addressing limitations in existing methodologies by incorporating territorial specificity, stakeholder collaboration, and innovation into analytical procedures Crisis Management Methodology Territorial Innovation Systems Qualitative Tourism Research Business Continuity Planning Figures Figure 1 Figure 2 1. Introduction Mountain regions are of global importance as tourist destinations, valued for their picturesque landscapes, outdoor activities and rich cultural heritage (Romeo et al., 2021 ). The tourism industry in these regions represents a major contributor to the local economy and social development (Pechlaner & Tschurtschenthaler, 2003 ). However, its inherent sensitivity to external shocks renders it particularly vulnerable to crises and disasters (Pforr & Hosie, 2008 ). This vulnerability is especially pronounced in alpine regions, where tourism constitutes a critical pillar of local economic and communities (Willibal et al., 2021). Climate-induced pressures present major challenges for the sustainability of mountain-based socio-economic structures and spatial development strategies. However, it is important to note that climate change and the energy crisis are closely linked, primarily due to the emissions resulting from the production and combustion of fossil fuels. In addition, the recent pandemic crisis and the Russia-Ukraine conflict have intensified the energy crisis, prompting the EU to redesign its approach to energy security and accelerate its climate transition efforts (Goldthau & Youngs, 2023 ). This link between crisis poses significant challenges to global energy security and climate change mitigation (Perkins, 2019 ; Singh, 2021 ). The succession and overlapping of several crises are referred to as a polycrisis , a concept that has been recognised by government institutions and non-governmental organisations since 2019 and was most recently highlighted at the 2023 World Economic Forum in Davos (Mark et al., 2023 ). The concept of polycrisis has increasingly gained much interest in academic and political discourse as a framework for understanding the interdependencies and compound effects of multiple global crises, particularly in the domains of climate change and energy (Von Homeyer et al., 2021 ; Mark et al. 2023 ). In the view of the World Tourism Organisation: "Dealing with the reality of a crisis is not easy. The brand of a destination or company can be seriously damaged. The perceived value of the travel industry can be marginalised, at least in the short term. A country's image can be tarnished. People can lose their self-esteem and dignity. A culture can be compromised" (UNWTO, 2011 . p.2). According to Folke et al. ( 2021 ), the growing interconnectedness of the social-ecological systems, and the intensification of the pressures on it, have significantly reshaped the Earth's biosphere where humans and nature are deeply embedded, and in which shocks and extreme events constitute intrinsic elements. The authors acknowledged that the scope and growth of human activities have been key drivers of climate change, contributing to this systemic transformation. Climate change is widely acknowledged to have profound effects on mountain ecosystems, with extensive implications for resource systems at local, regional, and global scales (Bierbaum et al., 2010 ). Following theses reasonings, Jayasuriya ( 2023 ) explained that today's society is characterised by overlapping and interlocking crises that are disrupting political stability and overstretching existing institutional capacities, and that these ongoing emergencies signal a deeper erosion of neoliberal political and economic systems and call into question the effectiveness of traditional instruments of governance. The convergence of geopolitical, environmental and economic disruptions reflects a structural shift towards a permanent state of crisis and a transformation in the way these crises are understood and managed. Consequently, the contemporary understanding of 'crisis' has shifted from viewing crises as isolated, discrete events to recognizing them as a persistent global condition, in which crises are no longer episodic but constitute an ongoing and systemic backdrop to societal functioning. Because of this phenomenon, public perceptions of polycrisis are multifaceted, characterized by heightened awareness of threats alongside a declining willingness to take action on certain issues. Despite growing concern, particularly regarding climate change, empirical understanding of how citizens perceive and respond to overlapping crises remains limited. While climate change tends to amplify threat perception and anxiety, geopolitical events such as the war in Ukraine have been associated with diminished public willingness to engage in or financially support mitigation efforts (Dreyer & Damsbo-Svendsen, 2024 ). Mountain regions face particularly acute challenges, as increasing temperatures and the growing frequency of extreme weather events are expected to disrupt both energy production and consumption patterns likely triggered by the rates and intensity of natural hazards such as landslides, avalanches and flooding with dramatic consequences for tourism destinations (Nepal., 2013). These changes not only threaten energy security but also have direct consequences for the livelihoods and resilience of local communities (Steiger et al., 2024 ). Technological, social and economic changes and the recent frequency and intensity of crises and disasters are accelerating the need to rethink the role of tourism stakeholders in destinations. The consequences of a crisis for a destination (beyond its immediate impact in terms of suffering, damage and loss of business) are often more fundamental and may require changes in the way it operates. According to this perspective, a crisis is a serious threat that affects the fundamental values and principles of a social system, and when intense pressures and high uncertainty arise, it becomes imperative to make crucial decisions (Rosenthal and Kouzmin, 1997 ). According to Scott et al ( 2008 ), the systems approach to crisis recovery views destinations as networks of actors that can be reorganised into more effective structures following a crisis. Consequently, a crisis can encourage and stimulate the emergence of new business opportunities as well as new social and environmental objectives (ILO, 2022). A tourist destination may be defined as a geographical and socio-economic environment in which stakeholders, resources and local dynamics interact for tourism purpose (Jovicic, 2016 ). In the Regional Sciences, the concept of milieu , closely related to environment is representing the portion of the environment with which stakeholders actively interact (Chien, 2007 ; Emanuel & Governa, 2019 ). According to Sabolius ( 2024 ), the concept of environment is predicated on the notion of distinction from the individual, operating on the basis of an isolationist approach. In contrast, the concept of milieu reveals features of interconnectedness, entanglement and mediation. In order to ensure the effective governance of destinations in times of crisis, it is essential to demonstrate responsiveness, clearly define roles, develop effective strategies and foster cooperation between stakeholders (Çakar, 2018 ). The governance in question comprises formal mechanisms, such as legal frameworks and institutional responsibilities, as well as informal elements, including trust and shared norms among stakeholders (de Bruyn & Alonso, 2012 ) . It is imperative to comprehend the relationship between explicit and implicit governance components in order to fortify a destination's capacity to maintain business continuity during crises and foster innovative sustainable business recovery (Beritelli, 2011 ; Fabry & Zeghni, 2019 ). Faced with a crisis, the innovative milieu appears to be a facilitator of change and accelerator of innovation through collective action, collaborative exchange and cooperation within stakeholder systems, which may vary in their organisation and composition, but which have the common characteristic of being territorially rooted. Based on an in-depth analysis, this research adopts an analytical approach aimed at examining the role of territorial dynamics and local issues in the implementation of business continuity and recovery solutions in a crisis context. It seeks to understand how the territorial dimensions, in a crisis situation, influences the emergence, development and performance of innovation. Adopting a systemic and territorial approach, the study integrates the historical, cultural, organisational and institutional dimensions of the environment, as well as the characteristics and strategies deployed by the stakeholders. The aim is to comprehend the way in which the processes of continuity and recovery are articulated in time and space, highlighting the potential role of the milieu in their organisation and implementation. The first section of this paper examines the tourism industry during periods of crisis, with a particular emphasis on the challenges associated with crisis management and the governance dynamics among the relevant stakeholders. The second section delineates the research objectives and establishes the conceptual and theoretical framework underpinning the study. The third section details the qualitative methodology, including data collection and analysis procedures. Subsequently, a synthesis is presented that addresses the central research problem. A discussion of the key findings is then given in the form of a theoretical model corresponding to an organisational BCP (Business Continuity Planning). Following the discussion section, the theoretical model is translated into an operationalised model for implementation in real-world scenarios. The ultimate section of the study is concerned with the presentation of the study's conclusions. 2. Literature review 2.1 Business continuity plan and the innovative milieu The reduction of the adverse impacts of crises can be achieved through the implementation of appropriate management strategies, followed by sustained recovery (Armstrong, 2008 ; Glaesser, 2004 ). Santana ( 2004 , p.308) defines a crisis management strategy as "a continuous, integrated and comprehensive effort that organisations effectively put in place to try, first and foremost, to understand and prevent crises, and to effectively manage those that do occur, taking into account, at every stage of their planning, training and practice activities, the interest*s of their stakeholders". However, the formulation and implementation of effective crisis management policies and strategies are complex processes. The fragmented nature of the tourism sector, the political and social context of the crisis location, and the unique and specific characteristics of each crisis, including the duration, imply situations that are often difficult and changeable, with multiple influences impacting unbalanced systems (Henderson, 2007 ; Prideaux et al., 2003 ). In his 1999 study, McKercher advanced the concept of chaos theory to argue that while numerous general crisis models do offer management guidance for specific crises, these models are linear in nature and fail to account for the intricacies inherent in crisis response. In the majority of cases, the implementation of a BCP (Elliot et al., 2010) constitutes the foundation for crisis management. Business continuity planning, or management (BCP), is defined as a management process that identifies potential threats to the effective functioning of an organisation. It provides a framework for building resilience and capacity for an effective response that safeguards the interests of key stakeholders, reputation, brand and value-creating activities (Smith, 2003 ). A Business Continuity Plan (BCP) is a strategic document designed to identify and address potential risks to the business. Its primary objectives are to minimise the impact of any crisis and to facilitate a rapid return to normal business operations (Cerullo & Cerullo, 2004 ). Alternatively, a BCP may be implemented in a degraded state, as outlined by Coursaget & Haas ( 2015 ). A plethora of conceptual frameworks have been developed for the tourism sector, with the overarching objective of assisting destinations and businesses in managing crises at various stages. For instance, Ritchie's (2004) model integrates the life cycle of a crisis or disaster into a strategic management framework. The theoretical framework underpinning the study encompasses three distinct stages: (1) pre-crisis planning, (2) crisis response and recovery, and (3) resolution and future learning. It is at this juncture that the notion of an innovative milieu assumes particular pertinence in the context of crisis management within the tourism sector. The European Research Group on Innovative Milieu (GREMI), which unites approximately fifteen teams of European and American researchers, defines a milieu as "a set of relationships occurring in a geographical area that brings together, in a coherent whole, a production system, a technical culture and players. The entrepreneurial spirit, organisational practices, corporate behaviour, the manner in which techniques are employed, the manner in which the market is understood, and know-how are all integral and constituent parts of the milieu " (Maillat et al.,1993, p. 11). The GREMI also suggests that when a milieu encourages collaboration, collective learning, and creativity, it can evolve into an innovative milieu . Such a context is conducive to the emergence of organizational, social, or technological innovations, particularly in times of profound transformation.The analytical framework based on the concept of the innovative milieu is particularly appropriate for understanding how a tourist destination copes with challenges and takes advantage of synergies in times of crisis. It also provides a means of analysing the destination's ability to maintain its sustainability and competitiveness in such times by exploiting local resources (tangible and intangible) to promote better orchestration and harmonious coexistence between various activities and actors within the region. This approach based on the innovative milieu would make it easier to identify the factors that explain the success of regions that are developing and the failures of regions that are stalled, taking into account all the specific aspects that revolve around the technological dimension (learning and innovation), the organisational dimension (coordination, interaction and networks of actors) and the territorial dimension (the role of proximity and distance) with the aim of guaranteeing its sustainability and competitiveness (Crevoisier, 2001; Kébir and Crevoisier, 2004). It is evident that innovative milieu , characterised by the geographical proximity between private entities and public institutions, have the potential to facilitate the emergence of innovations. The systemic nature of relationships has been demonstrated to shape local economic dynamics by interacting on three dimensions: learning and technological developments, interactions and networks, and proximity and territory (Kébir and Crevoisier, 2004). The dynamic nature of economic relationships, which engender synergy effects, subsequently establishes the environment, thereby emphasising the significance of learning and interaction processes in innovation. This learning logic demonstrates the importance of elements such as know-how, level of qualification and skills, and technical culture (Coppin, 2002 ). Pikkemaat and Peters (2006) emphasise the prevalence of small businesses in the Alps, a region where the tourism industry faces significant challenges in terms of innovation and product development. The authors suggest that small businesses do not achieve economies of scale and are not able to increase profit margins that allow smaller units to reinvest in research and development, market research, product development, skills enhancement or creativity, and that small and medium-sized enterprises (SMEs) in tourism are still reluctant to cooperate or enter into strategic alliances with other competitors. 2.2 Energy and climate crisis Since the summer of 2022, Switzerland has been cognisant of the significant risk of an electricity shortage during the winter period, when it is compelled to import power from Europe. The Ostral plan (ostral.ch) is the national contingency plan that is implemented in the event of such a crisis. As was noted at the conclusion of the winter of 2022-23, despite the absence of any major critical incidents, this phase demonstrated deficiencies in preparedness with regard to the tourism BCP (Fouiteh et al. 2023 ) and an oversight of the unique characteristics of the tourism sector. Regarding this final point, the scientific literature demonstrates a paucity of knowledge on the subject. Switzerland is heavily dependent on foreign energy sources, and it is among the European nations with the lowest levels of energy self-sufficiency. In Switzerland, the domestic generation of electricity accounts for approximately 25% of total energy demand. The remaining three-quarters of the energy requirements are met by importing energy sources such as crude oil, petroleum products, natural gas and coal (Jorio, 2022 ). It is imperative to acknowledge that over a decade and a half ago, the necessity to emphasise the impending challenges was paramount in order to cultivate awareness among the tourism sector in Switzerland concerning the potentially disruptive impact of environmental concerns, particularly climate change, on their industry (Nydegger, 2021 ). Climate change represents a significant challenge for contemporary society, and in 2008, Switzerland Tourism conducted a comprehensive analysis of its impact on the tourism sector. There is a broad consensus that these changes are reflected in increased global warming and changes in precipitation. Tourism, as a significant contributor to CO2 emissions, is particularly affected by these changes, including the reduction in snow cover, the rarefaction of the winter atmosphere and the increased risks. François et al., ( 2023 ) asserts that climate change poses a significant challenge to the ski tourism industry in Europe, primarily due to the decline in natural snowfall, which results in an increased reliance on artificial snow production, thereby leading to augmented water and energy consumption. Gerber et al., ( 2025 ) also noted that climate change affects mountain tourism and summer glacier skiing, a highly vulnerable activity. However, the risks associated with snow supply have not yet been coherently assessed at European level, particularly with regard to the environmental impacts and carbon footprint associated with artificial snowmaking. In a similar manner, Minguez & Loloum ( 2025 ) have highlighted that the carbon emissions of the tourism sector are frequently underestimated, as they do not take account of the entire supply chain. This prevents an accurate assessment of the real carbon footprint of tourism. Clivaz ( 2023 ), posits that elevated temperatures are impeding the production of artificial snow, while competition for access to water resources, which are utilised for a variety of purposes including drinking water supply, agriculture, hydroelectric power generation and the preservation of biodiversity, is intensifying. Moreover, the electricity consumption required to produce artificial snow is problematic in the current energy context. The high cost of this artificial snow considerably increases the price of ski passes, as the installation of snow cannons on one kilometre of slope represents an investment of around one million francs. It is imperative to consider the impact on the landscape and the natural environment. In order to illustrate this point, Professor Clivaz ( 2023 ) refers to the recent cancellation of the Ski World Cup in Zermatt last October, as well as that of Crans-Montana, due to a lack of snow and high temperatures, suggesting that this is merely the most visible manifestation of a more extensive phenomenon. From this standpoint, the prevailing circumstances are indicative of the ongoing global warming phenomenon, the increasing scarcity of natural snow, and the mounting challenges associated with maintaining an economy dependent on the ski industry. An examination of the political and administrative dimensions, as well as the local governance of tourist resorts, as demonstrated in the study of tourism development in mountain areas (Clivaz et al., 2015 ), reveals a notable fragmentation of governance, particularly within the Swiss context. The study examined the capacity of resorts to meet future challenges, revealing the coexistence of two modes of governance within these resorts. The community model is characterised by an abundance of tourism service providers, the absence of a dominant player, and a marked involvement of the public authorities. In contrast, the corporate model is marked by the absence of public involvement and the exercise of specific control over the operation of the ski area and a significant proportion of commercial accommodation by a single private operator. A further study, conducted in conjunction with Professor Reynard of the University of Lausanne, demonstrates that institutional fragmentation has deleterious consequences for the effective management of resources, particularly those associated with water. The example of the region under scrutiny, Crans-Montana, highlights how the fragmentation of water management at municipal level frequently results in a lack of overall vision in the management of water resources. The study posits that this institutional fragmentation compromises the sustainability of the current management system (Homewood et al., 2014 ). Minguez & Loloum ( 2025 ), suggest that stakeholders' perceptions, ranging from unawareness, misconception and aversion to strategic adaptation or reframing, strongly influence their posture on energy issues. While some adopt a defensive attitude or defer their responsibility by perceiving the measures to be implemented as restrictive, others, particularly through participative approaches, see them as a strategic opportunity for more sustainable tourism. The majority of BCPs facilitate effective crisis management; however, they are linear in nature and do not adapt to the fragmented structure of tourism networks. Consequently, there is an imperative for a critical evaluation of prevailing crisis management models to facilitate the tourism industry's capacity to respond with greater alacrity and to incorporate significant critical events (e.g. power shortages, heatwaves, rock falls, landslides, snow-free winters) into its operations, with ramifications for the network of stakeholders, resource management and knowledge transfer. The present paper addresses this shortcoming by developing a new type of organisational BCP, taking into account the specific features of tourism and enabling a destination not only to return to normal in degraded mode, but also to restore the quality of service (innovate). 3. Methodology 3.1 Fieldwork selection This research is based on a multiple case studies analysis. The selection of the case studies in Switzerland and France was based on their diversity of stakeholder organization, level of development, and the importance of the involvement of the private or public entities in their functioning. This lead to select two ski resorts in the Swiss Alps, and one in the French Pyrenees. This choice allows to explore the role of innovative milieu in two different mountain massifs. Crans-Montana is a municipality in the canton of Valais, in the district of Sierre, formed from the merger of four municipalities in 2017. Its territory stretches from the Rhône plain (approx. 600 m) to the Plaine Morte glacier (2,927 m). Historically a pastoral area, the plateau was transformed into a tourist resort at the end of the 19th century, and in the 20th century became an international destination, thanks in particular to golf and ski competitions. Today, Crans-Montana is a developed Alpine resort, positioned in the luxury tourism and international sports segment. It boasts a modern infrastructure, a large number of hotels, a high density of second homes and a structured events offering. More than 1,000 service providers work together in a complex organisation run by two main bodies: the Association des Communes de Crans-Montana (ACCM) and Crans-Montana Tourisme & Congrès (CMTC), which provide complementary governance. The private sector plays a central role (developers, investors, tourism operators), while the public sector coordinates the whole. The local economy is underpinned by three counter-cyclical sectors (cockpit.cransmontana.ch): education (15% of gross value added), healthcare (11%) and construction (10%). Crans-Montana is thus positioned as an Alpine town set in an unspoilt natural environment. The Val d'Anniviers, located on the left bank of the Rhône in Valais, stretches over 35 km from an altitude of 550 m to the 4,500 m peak of the Weisshorn. The current municipality of Anniviers, formed from the merger of five former communes in 2009, covers 243.4 km², making it the second largest in the canton and the eighth largest in Switzerland. With its rich cultural heritage and remarkable Alpine landscapes, Anniviers attracts lovers of nature, outdoor sports and traditions in summer and winter alike. Its economy is based on several complementary sectors: tourism, a key sector, is renewing itself around sustainable and diversified offerings; hydroelectricity, a strategic sector, is facing environmental challenges; the residential economy and local services support quality of life; construction is moving towards sustainable renovation; finally, agriculture, although marginal, remains essential to the management of the area (www.anniviers.org). The governance of the destination is based on a collaborative model: structured as a public limited company, under Swiss law, Anniviers Tourisme SA is responsible for promotion in partnership with the local development companies and the regional agency Sierre-Anniviers Marketing, while the ski lift companies manage the infrastructure. This system brings together public and private players to ensure strategic coordination, local roots and sustainable development (www.valdanniviers.ch). Ax-les-Thermes was selected for the French Pyrenees. Located at an altitude of 720 metres in the thermal spa town, the resort is linked to the Ax-3-Domaines ski area by a nine-minute “valley lift” and a one-hour-and-52-minute rail connection from Toulouse. It is widely marketed as the “Toulousan station”. The ski area comprises the Bonascre, Saquet and Campels sectors (1,400–2,300 m; mean 1,900 m), 60% of which lies above 1,800 m, providing reliable snow conditions despite climate change. In economic terms, the resort accounts for over 60% of skier visits and 70% of lift revenue in Ariège, supporting around 400 jobs. Surveys of visitors' origins reveal that approximately 68% of skier visits originate from within Occitanie, primarily from the Toulouse metropolitan area, confirming Ax-les-Thermes' reputation as the 'home mountain' for regional residents. International demand remains modest and is dominated by Spanish visitors, consistent with the resort's proximity to Andorra and the Catalan border. The governance structure of the resort is of particular interest compared to the Swiss ones. The operating company, SAVASEM, is a mixed-ownership corporation with €1.2 million in capital. Public entities hold 81% of the equity (the commune 32%, the Ariège departmental council 23%, the Haute-Ariège inter-municipality council 23%), leaving 19% to private partners. Nevertheless, public dominance is disproportionate: Eleven of the twelve board seats are reserved for local authorities, with the commune occupying five seats (45%). 3.2 Qualitative method From spring 2024 to spring 2025, interviews were conducted on-site with stakeholders from the selected destinations. The interviewees were selected through purposeful sampling based on the author's knowledge of how the destinations function, as well as on discussions with members of the institutions who are familiar with the organisation of the stakeholders in the three selected places. A total of 39 interviews were conducted, including 19 in the Swiss Alps and 20 in the French Pyrenees. Representatives from destination management organisations, local and regional policymakers, and local enterprises (e.g. ski rental, restaurants, accommodation, ski schools, thermal spas, and real estate agencies) as well as ski area managers were interviewed. The interview guide was based on six themes, including an understanding of crisis situations, with examples of past crises experienced by the interviewee and how they cope with them; a specific section on climate and energy crises, and their positive and negative impacts on the interviewee's activity; Innovation, including questions on measures taken to anticipate crises or new activities or organisational changes made to cope with future crises; Business Continuity Plans (BCPs) in place and the integration of climate and energy crises into current and future BCPs; aspects of the territory, including existing networks and relationships between stakeholders and their impact on crisis management. The interviews lasted between 45 and 75 minutes and were analysed using a deductive content analysis based on the innovative milieu paradigm: organisational, technology and territory, as well as specific themes such as the BCP, the impact of crises and the structuring of tourism in the selected destinations. This methodological approach, grounded in qualitative inquiry and structured around semi-directed interviews, enabled the capture of situated practices, perceptions, and constraints faced by tourism actors in real crisis settings. By focusing on a diverse yet comparable set of destinations, the analysis highlights both shared patterns and specificities across territorial contexts. The selected cases offer valuable insights into how continuity planning is locally enacted, negotiated, and adapted in times of disruption. In the following section, the primary findings from the fieldwork will be presented, with the aim of demonstrating how tourism stakeholders in these destinations have developed context-sensitive responses to uncertainty and crisis. 4. Results Synthesis: Territorial Dynamics and Crisis Response Mechanisms In order to enhance comprehension of the manner in which tourism destinations manage continuity in the face of multiple and evolving crises, a series of in-depth interviews were conducted with key actors involved in destination governance. The following section is devoted to the presentation of the primary empirical findings, with a particular emphasis on the local dynamics, adaptive strategies, and collaborative practices that were identified in the field. The insights presented here form the basis for the new theoretical perspective that is introduced in the following section. 4.1 Crisis Perception and Transformation Dynamics The empirical evidence reveals a fundamental shift in how tourism stakeholders conceptualize and respond to crisis situations. Rather than viewing crises as purely disruptive events, all interviewed participants demonstrated a nuanced understanding of crises as catalysts for transformation and innovation. A tourism organization manager articulated: "Crises don't happen by chance, there are always lessons to be learned from them." The COVID-19 pandemic served as a critical juncture that accelerated pre-existing transformation processes in work methodologies, organizational structures, and consumption patterns. The acceleration of digital transformation represents one of the most significant outcomes of crisis-induced change, with multiple respondents highlighting rapid adoption of telework arrangements, digitalization of services, and new forms of customer engagement. One local actor explained that : "Swiss clientele has rediscovered the Alps. Telecommuting has enabled them to stay longer." This observation highlights an economic opportunity that has not necessarily led to a structural transformation in tourism practices. Teleworking has also changed the behaviour of secondary residents as another testimonial illustrates how certain destinations have temporarily benefited from new forms of presence and use of the region, linked to climate and quality of life issues: "Teleworking has enabled secondary residents to come more often. The mountains have become a summer refuge from the heat of the plains." 4.2 Climate Change Adaptation and Resource Management Climate change impacts have moved beyond abstract future projections to become concrete operational challenges requiring immediate adaptive responses. In Crans- Montana, water scarcity has emerged as a critical constraint on tourism operations. As one municipal representative explained: "The problem is water. We don't have groundwater here. Everything that falls flows and goes down." Frequent rockfalls and recurring road closures in Alpine valleys represent another dimension of climate-related disruption. The transformation of what were previously rare hazards into chronic management challenges requires a fundamental shift from reactive crisis response to proactive risk management integrated into territorial planning processes. 4.3 Multi-Scale Governance and Collaborative Networks The analysis reveals a complex multi-scale governance system characterized by both coordination mechanisms and significant gaps in institutional response capacity. At federal and cantonal levels, established crisis management protocols exist for certain sectors, particularly public transportation. However, at local and municipal levels, preparation and institutional involvement varied significantly. The crisis highlighted the limits of rigid governance frameworks and the need for organisational adaptability. As one of the actors interviewed put it: "We had to adapt constantly, without any official protocol. The versatility of the teams was essential." This statement demonstrates the importance of flexible governance, based on operational autonomy, responsiveness and the mobilisation of cross-disciplinary skills within teams. Despite institutional limitations, significant evidence of spontaneous collaborative innovation and territorial solidarity emerged during crisis periods. Ad hoc partnerships between tourism operators developed informal collaboration arrangements that enabled them to circumvent certain health restrictions while maintaining service quality. These partnerships demonstrated the innovative milieu's capacity for collective learning and knowledge creation. 4.4 Innovation Processes and Adaptive Capacity Innovation in crisis contexts involves multiple dimensions including technological, organizational, and social innovations. The rapid adoption of digital communication platforms, contactless service delivery systems, and online booking technologies during the COVID-19 pandemic demonstrated capacity for technological innovation within tourism systems. However, the most significant innovations often involved organizational and social dimensions rather than purely technological solutions. In response to the emergency, informal and reactive forms of governance were swiftly established, utilising digital tools and local solidarity. As one teacher recounts: "We organised ourselves via WhatsApp and other digital tools. The headteacher responded rapidly". Similarly, another respondent said, "The young people delivered groceries to the elderly, and the local authority checked that everyone was OK." This type of spontaneous organisation demonstrates the capacity of local stakeholders to initiate rapid responses beyond the scope of formal institutional frameworks. The development of flexible internal protocols based on field experience and the emergence of spontaneous solidarity networks represent innovations that created new possibilities for mutual support and resource sharing within tourism communities. 4.5 Business Continuity Planning Practices Prior to the COVID-19 pandemic, few tourism enterprises possessed comprehensive business continuity plans. The majority of crisis responses were improvised, relying on organizational flexibility and stakeholder creativity rather than predetermined protocols. Large enterprises demonstrated greater tendency toward formal plan development following crisis experiences, while small businesses continued to rely on empirical adaptation and internal solidarity. In some large, institutionalised organisations, continuity plans were drawn up in advance. On the other hand, according to one respondent, "in SMEs, the response was mainly based on immediate adaptation to the situation". The role of polyvalence and cross-training emerged as a critical factor in organizational resilience. Businesses with staff capable of performing multiple functions demonstrated superior capacity to maintain operations during periods when normal staffing patterns were disrupted. 5. Discussion: Toward an Organizational BCP Model for Territorial Resilience In the preceding section, the empirical findings were presented and discussed. The present section will now consider a broader conceptual reflection. The objective of this discussion is to contextualize our findings within the extant literature on Business Continuity Planning (BCP), while introducing a novel theoretical model adapted to territorially embedded systems. The objective of this study is to demonstrate how continuity can be reinterpreted as a collective, adaptive, and place-based process by contrasting classical approaches with the proposed framework. While classical Business Continuity Planning (BCP) models are predominantly linear, protocol-driven, and focused on individual organizational continuity, these approaches often overlook the complexities of territorially embedded tourism systems rooted in a specific territory (Gómez & Kawaguchi, 2016; Clerc, 2021). Our fieldwork revealed that crisis responses in tourism destinations emerge from dynamic and context-specific interactions among a multitude of local actors. Standardized BCP frameworks fail to accommodate this contextual richness and tend to ignore local knowledge, informal networks, and the embedded nature of tourism economies (Adams & Sandarupa, 2018; Bautista & Torres, 2025). Consequently, classical models inadequately reflect the adaptive and collaborative capacity required in polycrisis conditions (Koasidis et al., 2023; Picanço et al., 2025). 5.1 The Organizational BCP Model: A Territorial-Innovative Milieu Framework Building on our empirical research, we propose a novel model of Business Continuity Planning: the Organizational BCP grounded in a territorial-innovative milieu approach. This model reframes continuity as an emergent capacity embedded within territorially rooted systems rather than as a function of organizational isolation. Figure 1 presents this theoretical model. As illustrated in Fig. 1, a conceptual synthesis is presented that contrasts the conventional, organisation-centric logic of Business Continuity Planning (BCP) with a model based on territorial resilience and the dynamics of the innovative milieu . Drawing on the empirical insights developed in Section 4, the model illustrates how continuity planning in tourism destinations emerges from territorially embedded processes rather than from isolated procedural frameworks. The territorial approach offers a global understanding of crises, particularly in the context of the recent health crisis, as emphasised by Laganier et Veyret (2023). According to these authors, anticipating a major crisis involves analysing the dynamics at all levels of the territory, taking into account multiple interdependencies in a context of widespread uncertainty, therefore it becomes possible to identify certain points of vulnerability. This territorial perspective is therefore essential if we are to grasp the specific local features and challenges of each environment, while mobilising the appropriate resources to deal with critical situations. The diagram describes a six-phase process from crisis management to recovery. Phase A marks the outbreak of a critical incident. Phases B to E are based on a classic Business Continuity Plan (BCP) approach: they involve analysing the context, defining the essential objectives, establishing the security requirements, assessing the risks and then implementing a strategy in degraded mode. Finally, phase F, known as the recovery phase, goes beyond simple recovery to incorporate a logic of territorial resilience, innovation and the creation of new resources. The diagram under consideration here highlights a shift from linear, top-down crisis response mechanisms toward an integrated, multi-actor approach grounded in local interactions, shared learning, and adaptive coordination. The fieldwork revealed that continuity practices during crises are not merely the result of formalised planning documents, but rather of situated exchanges and improvisations among stakeholders embedded in a common territory. In this perspective, crisis management is no longer conceived as the restoration of pre-existing equilibria, but as a collective capacity to adapt, reorganise, and co-create solutions under evolving and uncertain conditions (Paton, 2009; Sawalha, 2011; Jessup, 2020). The integration of BCP into the territorial system, facilitated by governance structures, cultural anchoring, and relational capital, underscores the significance of the territorial-innovative milieu as a multifaceted framework for analysis and operationalisation. 5.2 Key Differences with Classical BCP The Organizational BCP model departs fundamentally from the classical BCP paradigm. While classical models are preoccupied with risk control and procedural compliance (Somers, 2009; Koronis & Ponis; 2018; Hatton & Brown, 2021), our model emphasizes adaptability, embeddedness, and emergent forms of coordination. The model reframes crisis not merely as disruption, but as a space of potential for transformation, innovation, and reinforced territorial collaboration. The crisis is no longer seen solely as a disturbance to be controlled, but as a potential space for transformation, social innovation and strengthening the dynamics of territorial collaboration (Moralli & Allegrini, 2021). The proposed model offers a practical and theoretical contribution to tourism crisis management. It calls for a redefinition of destination governance structures to focus on enabling environments for adaptive innovation (Baggio et al., 2010; Khardani & Schmude, 2024; Damiasih, 2025). Tourism destination managers must shift from centralized control to distributed intelligence systems. Institutional flexibility, trust-based networks, and shared crisis memory are critical to enhancing resilience in future polycrisis. 6. Recommendations for operationalising the organisational theoretical PCA The preceding discussion has laid the foundations for a renewed theoretical framework for thinking about the continuity of activities in tourist destinations, by highlighting the limits of classic organisation-centred models and emphasising the importance of a territorial, integrated and adaptive approach. This paradigm shift is based on the recognition that the crisis is not simply a dysfunction, but an opportunity for collective transformation and innovation, based on the territory's endogenous resources and the dynamics specific to each environment. From this perspective, continuity becomes an emergent process, co-constructed by a plurality of public, private and community players, whose interactions, cross-learning and capacity for improvisation strengthen territorial resilience. The innovative territorial environment, as a framework for action and analysis, forms the basis of this organisational model. It enables the technological, relational, cultural and institutional dimensions to be integrated into a distributed governance system capable of responding to the systemic uncertainties of contemporary polycrisis. The operational recommendations that follow are directly in line with this logic. They translate the theoretical model of a territorial organisational BCP into a concrete, multi-sector and multi-level architecture, capable of supporting tourist destinations in the continuity of their critical functions while promoting their capacity to adapt and innovate. Drawing on lessons learned in the field, these recommendations aim to build a continuity system that is locally anchored but interconnected, based on trust, cooperation and collective responsiveness. They propose a continuity plan that goes beyond the logic of linear protection to become a systemic territorial resilience strategy, supported by collaborative governance and dynamic mobilisation of local resources. As shown in Fig. 2 , our organisational business continuity plan (BCP) for a tourist destination is based on a multi-actor, multi-scale approach inspired by the concept of an innovative environment, integrating technological, organisational and territorial paradigms. It brings together public authorities, private operators, local communities and civil society in a coordinated structure in which each player plays a specific role: the public sector provides strategic oversight and legal frameworks, the private sector ensures the continuity of critical services in degraded mode through adapted procedures and flexible operations, local communities act as support relays, and civil society contributes by adapting behaviours and showing solidarity. Tourism stakeholders act as a strategic pivot, coordinating communication and aligning responses at all levels. Technological resources, such as digital communication tools and local know-how, support innovation and adaptability. In organisational terms, the BCP relies on structured cooperation between tourism coordination bodies, inter-institutional consultation bodies and economic networks to manage risks collectively and effectively. Finally, local proximity means that resources can be mobilised quickly, while multi-scalar governance ensures consistency and legitimacy. By integrating the territorial dynamics according to the innovative milieu, this BCP not only ensures operational continuity, but also strengthens the destination's ability to innovate, recover and remain competitive in a sustainable way in times of crisis. Our organisational BCP for tourist destinations is not just a technical tool, but a strategy rooted in the territory. It links crisis management to the innovative potential of a collaborative environment, enabling destinations to act quickly, adapt locally, mobilise their specific resources and recover collectively. Conclusion This research contributes to understanding of crisis management in tourism destinations by demonstrating how territorial processes mediate between individual organizational responses and system-level outcomes. The territorial-innovative milieu perspective provides insights into how local knowledge, social capital, and collaborative capacity interact to generate adaptive responses that enable continuity and transformation during crisis periods. The theoretical contribution of the territorial-innovative milieu BCP model provides a systematic framework for understanding and implementing territorial approaches to crisis management that addresses limitations in existing approaches while offering practical guidance for enhancing territorial resilience. This model represents a significant advance in crisis management theory by integrating insights from multiple theoretical traditions into a coherent framework. The methodological contribution of the territorial-innovative milieu analytical framework provides researchers with tools for examining complex territorial dynamics while maintaining analytical rigor and theoretical coherence. This framework addresses methodological gaps in existing research while providing practical guidance for conducting territorial analysis in tourism and regional development contexts. The research demonstrates that effective crisis management in tourism destinations requires fundamental reconceptualization of continuity planning as a territorial, collaborative, and innovation-driven process rather than an organizational, protocol- based activity. This reconceptualization has implications that extend beyond crisis management to encompass broader questions of territorial sustainability, stakeholder engagement, and adaptive governance. Future research should focus on comparative studies across different types of tourism destinations to examine the generalizability and adaptability of the territorial-innovative milieu model. Longitudinal studies could provide insights into temporal dynamics of territorial development and long-term effects of crisis experiences on territorial capacity. Experimental approaches could test specific model components through controlled interventions. Declarations Author Contributions All authors contributed to the study conception and design. Funding The research was financially supported by … Informed Consent Statement Informed consent was obtained from all subjects involved in the study, who were informed in advance of how the data were to be collected, how they would be stored and analysed, and their rights to withdraw. Ethics approval and consent to participate This study did not involve any experiments on humans or animals, nor did it collect sensitive personal data, biological material, or medical information. Therefore, formal ethics committee approval was not required according to the applicable institutional and national guidelines. All participants were informed about the purpose of the research, the voluntary nature of their participation, and their right to withdraw at any time. Informed consent was obtained from all participants prior to the interviews. The study was conducted in accordance with the ethical principles outlined in the Declaration of Helsinki. Data Availability Statement The datasets collected and analysed during the current study are available from the corresponding author upon reasonable request. Acknowledgments We sincerely thank all those within the tourism destination who responded to our interview request, as well as those who confirmed their availability to participate. Conflicts of Interest The authors declare no conflict of interest. The funding sources had no involvement in the study’s design, data collection, analysis, or interpretation, nor in the writing of the manuscript or the decision to publish the findings. References Adams, K. M., & Sandarupa, D. (2018). A room with a view: Local knowledge and tourism entrepreneurship in an unlikely Indonesian locale. Asian Journal of Tourism Research , 3 (1). https://doi.org/10.12982/AJTR.2018.0001 Armstrong, E. K. (2008). Tourism destination recovery after the 2003 Canberra fires . Canberra: University of Canberra. Awang Ali, Q. S., Hanafiah, M., & Mogindol, S. H. (2023). 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-7011446","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":503097306,"identity":"dcd3cc8b-2886-40c7-870c-747d753fb3b8","order_by":0,"name":"Randolf Ramseyer","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA+ElEQVRIiWNgGAWjYJACCYYCOQSPXwJCJ+DXYmCM4EnOIFmLwQ0CWszbzx688cHAAMg4nfzhY5tNvvHt5mOSPxjs8nBpkTmTl2w5A6hF5kzuNsmZbWmW2+4cS5PmYUguxu2oHDNpHoM/QEbuNmbetsMGZjdyjIHuPJDYgEsL/xuQFgMg4+3mz3/b/hsYz8j/bPgDnxaJHKgWidwN0oxtBwwMJHIYH/Dg1fLGGOQXHgmJt9ske84lG0jcSDN8zGOQjMdhOYY3PlQYyEnw527+8KPMzoB/RvKDgz8q7HBqgQEeMMnIBuMbEFCPAH+IVjkKRsEoGAUjCAAAM7tQ1tHJ+ZIAAAAASUVORK5CYII=","orcid":"","institution":"HES-SO Valais-Wallis","correspondingAuthor":true,"prefix":"","firstName":"Randolf","middleName":"","lastName":"Ramseyer","suffix":""},{"id":503097307,"identity":"d5688143-484a-4451-8dd9-423306ad22c0","order_by":1,"name":"Emmanuel Salim Salim","email":"","orcid":"","institution":"University of Lausanne","correspondingAuthor":false,"prefix":"","firstName":"Emmanuel","middleName":"Salim","lastName":"Salim","suffix":""},{"id":503097308,"identity":"7c7c2d27-00b1-48fc-b3a2-e78daaf0392a","order_by":2,"name":"Emmanuel Fragnière","email":"","orcid":"","institution":"HES-SO Valais-Wallis","correspondingAuthor":false,"prefix":"","firstName":"Emmanuel","middleName":"","lastName":"Fragnière","suffix":""},{"id":503097309,"identity":"3da01ada-8b17-4a02-94bd-82a41d8ad720","order_by":3,"name":"Leïla Kebir","email":"","orcid":"","institution":"University of Lausanne","correspondingAuthor":false,"prefix":"","firstName":"Leïla","middleName":"","lastName":"Kebir","suffix":""}],"badges":[],"createdAt":"2025-06-30 14:08:30","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-7011446/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-7011446/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":90022583,"identity":"e20771c9-f1ce-45ea-a8a4-ad2f36f38aba","added_by":"auto","created_at":"2025-08-27 13:27:36","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":150494,"visible":true,"origin":"","legend":"\u003cp\u003eIntegration of the classical BCP and territorial-innovative milieu approaches\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-7011446/v1/41407441ba2d9a0b94136524.png"},{"id":90022580,"identity":"33df4560-b462-4ab1-90a6-de9649dd2875","added_by":"auto","created_at":"2025-08-27 13:27:36","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":1080488,"visible":true,"origin":"","legend":"\u003cp\u003eOperational Framework for Implementing the Territorial-Organizational BCP Mode\u003c/p\u003e","description":"","filename":"floatimage2.png","url":"https://assets-eu.researchsquare.com/files/rs-7011446/v1/3d0ed797cc68185b1e5e41a0.png"},{"id":99859898,"identity":"a0995966-b0d2-4eaa-b30b-b957dda0dca8","added_by":"auto","created_at":"2026-01-09 06:39:52","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":2101653,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7011446/v1/e8233ceb-2b94-4aea-8e9d-16aadda337e7.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"\u003cp\u003eCrisis management gaps in tourism mountain destinations: toward a new approach based on innovative milieu to include the territorial dimensions in business continuity responses\u003c/p\u003e","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eMountain regions are of global importance as tourist destinations, valued for their picturesque landscapes, outdoor activities and rich cultural heritage (Romeo et al., \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). The tourism industry in these regions represents a major contributor to the local economy and social development (Pechlaner \u0026amp; Tschurtschenthaler, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). However, its inherent sensitivity to external shocks renders it particularly vulnerable to crises and disasters (Pforr \u0026amp; Hosie, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). This vulnerability is especially pronounced in alpine regions, where tourism constitutes a critical pillar of local economic and communities (Willibal et al., 2021). Climate-induced pressures present major challenges for the sustainability of mountain-based socio-economic structures and spatial development strategies. However, it is important to note that climate change and the energy crisis are closely linked, primarily due to the emissions resulting from the production and combustion of fossil fuels. In addition, the recent pandemic crisis and the Russia-Ukraine conflict have intensified the energy crisis, prompting the EU to redesign its approach to energy security and accelerate its climate transition efforts (Goldthau \u0026amp; Youngs, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). This link between crisis poses significant challenges to global energy security and climate change mitigation (Perkins, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Singh, \u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). The succession and overlapping of several crises are referred to as a \u003cem\u003epolycrisis\u003c/em\u003e, a concept that has been recognised by government institutions and non-governmental organisations since 2019 and was most recently highlighted at the 2023 World Economic Forum in Davos (Mark et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). The concept of \u003cem\u003epolycrisis\u003c/em\u003e has increasingly gained much interest in academic and political discourse as a framework for understanding the interdependencies and compound effects of multiple global crises, particularly in the domains of climate change and energy (Von Homeyer et al., \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Mark et al. \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). In the view of the World Tourism Organisation: \"Dealing with the reality of a crisis is not easy. The brand of a destination or company can be seriously damaged. The perceived value of the travel industry can be marginalised, at least in the short term. A country's image can be tarnished. People can lose their self-esteem and dignity. A culture can be compromised\" (UNWTO, \u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e2011\u003c/span\u003e. p.2).\u003c/p\u003e\u003cp\u003eAccording to Folke et al. (\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), the growing interconnectedness of the social-ecological systems, and the intensification of the pressures on it, have significantly reshaped the Earth's biosphere where humans and nature are deeply embedded, and in which shocks and extreme events constitute intrinsic elements. The authors acknowledged that the scope and growth of human activities have been key drivers of climate change, contributing to this systemic transformation. Climate change is widely acknowledged to have profound effects on mountain ecosystems, with extensive implications for resource systems at local, regional, and global scales (Bierbaum et al., \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). Following theses reasonings, Jayasuriya (\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) explained that today's society is characterised by overlapping and interlocking crises that are disrupting political stability and overstretching existing institutional capacities, and that these ongoing emergencies signal a deeper erosion of neoliberal political and economic systems and call into question the effectiveness of traditional instruments of governance. The convergence of geopolitical, environmental and economic disruptions reflects a structural shift towards a permanent state of crisis and a transformation in the way these crises are understood and managed. Consequently, the contemporary understanding of 'crisis' has shifted from viewing crises as isolated, discrete events to recognizing them as a persistent global condition, in which crises are no longer episodic but constitute an ongoing and systemic backdrop to societal functioning.\u003c/p\u003e\u003cp\u003eBecause of this phenomenon, public perceptions of \u003cem\u003epolycrisis\u003c/em\u003e are multifaceted, characterized by heightened awareness of threats alongside a declining willingness to take action on certain issues. Despite growing concern, particularly regarding climate change, empirical understanding of how citizens perceive and respond to overlapping crises remains limited. While climate change tends to amplify threat perception and anxiety, geopolitical events such as the war in Ukraine have been associated with diminished public willingness to engage in or financially support mitigation efforts (Dreyer \u0026amp; Damsbo-Svendsen, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eMountain regions face particularly acute challenges, as increasing temperatures and the growing frequency of extreme weather events are expected to disrupt both energy production and consumption patterns likely triggered by the rates and intensity of natural hazards such as landslides, avalanches and flooding with dramatic consequences for tourism destinations (Nepal., 2013). These changes not only threaten energy security but also have direct consequences for the livelihoods and resilience of local communities (Steiger et al., \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTechnological, social and economic changes and the recent frequency and intensity of crises and disasters are accelerating the need to rethink the role of tourism stakeholders in destinations. The consequences of a crisis for a destination (beyond its immediate impact in terms of suffering, damage and loss of business) are often more fundamental and may require changes in the way it operates. According to this perspective, a crisis is a serious threat that affects the fundamental values and principles of a social system, and when intense pressures and high uncertainty arise, it becomes imperative to make crucial decisions (Rosenthal and Kouzmin, \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e1997\u003c/span\u003e). According to Scott et al (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), the systems approach to crisis recovery views destinations as networks of actors that can be reorganised into more effective structures following a crisis. Consequently, a crisis can encourage and stimulate the emergence of new business opportunities as well as new social and environmental objectives (ILO, 2022).\u003c/p\u003e\u003cp\u003eA tourist destination may be defined as a geographical and socio-economic environment in which stakeholders, resources and local dynamics interact for tourism purpose (Jovicic, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). In the Regional Sciences, the concept of \u003cem\u003emilieu\u003c/em\u003e, closely related to environment is representing the portion of the environment with which stakeholders actively interact (Chien, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2007\u003c/span\u003e; Emanuel \u0026amp; Governa, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). According to Sabolius (\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), the concept of environment is predicated on the notion of distinction from the individual, operating on the basis of an isolationist approach. In contrast, the concept of \u003cem\u003emilieu\u003c/em\u003e reveals features of interconnectedness, entanglement and mediation.\u003c/p\u003e\u003cp\u003eIn order to ensure the effective governance of destinations in times of crisis, it is essential to demonstrate responsiveness, clearly define roles, develop effective strategies and foster cooperation between stakeholders (\u0026Ccedil;akar, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The governance in question comprises formal mechanisms, such as legal frameworks and institutional responsibilities, as well as informal elements, including trust and shared norms among stakeholders (de Bruyn \u0026amp; Alonso, 2012\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003e)\u003c/span\u003e. It is imperative to comprehend the relationship between explicit and implicit governance components in order to fortify a destination's capacity to maintain business continuity during crises and foster innovative sustainable business recovery (Beritelli, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Fabry \u0026amp; Zeghni, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Faced with a crisis, the innovative \u003cem\u003emilieu\u003c/em\u003e appears to be a facilitator of change and accelerator of innovation through collective action, collaborative exchange and cooperation within stakeholder systems, which may vary in their organisation and composition, but which have the common characteristic of being territorially rooted.\u003c/p\u003e\u003cp\u003eBased on an in-depth analysis, this research adopts an analytical approach aimed at examining the role of territorial dynamics and local issues in the implementation of business continuity and recovery solutions in a crisis context. It seeks to understand how the territorial dimensions, in a crisis situation, influences the emergence, development and performance of innovation. Adopting a systemic and territorial approach, the study integrates the historical, cultural, organisational and institutional dimensions of the environment, as well as the characteristics and strategies deployed by the stakeholders. The aim is to comprehend the way in which the processes of continuity and recovery are articulated in time and space, highlighting the potential role of the \u003cem\u003emilieu\u003c/em\u003e in their organisation and implementation.\u003c/p\u003e\u003cp\u003eThe first section of this paper examines the tourism industry during periods of crisis, with a particular emphasis on the challenges associated with crisis management and the governance dynamics among the relevant stakeholders. The second section delineates the research objectives and establishes the conceptual and theoretical framework underpinning the study. The third section details the qualitative methodology, including data collection and analysis procedures. Subsequently, a synthesis is presented that addresses the central research problem. A discussion of the key findings is then given in the form of a theoretical model corresponding to an organisational BCP (Business Continuity Planning). Following the discussion section, the theoretical model is translated into an operationalised model for implementation in real-world scenarios. The ultimate section of the study is concerned with the presentation of the study's conclusions.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"2. Literature review","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Business continuity plan and the innovative \u003cem\u003emilieu\u003c/em\u003e\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe reduction of the adverse impacts of crises can be achieved through the implementation of appropriate management strategies, followed by sustained recovery (Armstrong, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; Glaesser, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). Santana (\u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2004\u003c/span\u003e, p.308) defines a crisis management strategy as \"a continuous, integrated and comprehensive effort that organisations effectively put in place to try, first and foremost, to understand and prevent crises, and to effectively manage those that do occur, taking into account, at every stage of their planning, training and practice activities, the interest*s of their stakeholders\". However, the formulation and implementation of effective crisis management policies and strategies are complex processes. The fragmented nature of the tourism sector, the political and social context of the crisis location, and the unique and specific characteristics of each crisis, including the duration, imply situations that are often difficult and changeable, with multiple influences impacting unbalanced systems (Henderson, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2007\u003c/span\u003e; Prideaux et al., \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). In his 1999 study, McKercher advanced the concept of chaos theory to argue that while numerous general crisis models do offer management guidance for specific crises, these models are linear in nature and fail to account for the intricacies inherent in crisis response.\u003c/p\u003e\u003cp\u003eIn the majority of cases, the implementation of a BCP (Elliot et al., 2010) constitutes the foundation for crisis management. Business continuity planning, or management (BCP), is defined as a management process that identifies potential threats to the effective functioning of an organisation. It provides a framework for building resilience and capacity for an effective response that safeguards the interests of key stakeholders, reputation, brand and value-creating activities (Smith, \u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). A Business Continuity Plan (BCP) is a strategic document designed to identify and address potential risks to the business. Its primary objectives are to minimise the impact of any crisis and to facilitate a rapid return to normal business operations (Cerullo \u0026amp; Cerullo, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). Alternatively, a BCP may be implemented in a degraded state, as outlined by Coursaget \u0026amp; Haas (\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). A plethora of conceptual frameworks have been developed for the tourism sector, with the overarching objective of assisting destinations and businesses in managing crises at various stages. For instance, Ritchie's (2004) model integrates the life cycle of a crisis or disaster into a strategic management framework. The theoretical framework underpinning the study encompasses three distinct stages: (1) pre-crisis planning, (2) crisis response and recovery, and (3) resolution and future learning.\u003c/p\u003e\u003cp\u003eIt is at this juncture that the notion of an innovative \u003cem\u003emilieu\u003c/em\u003e assumes particular pertinence in the context of crisis management within the tourism sector. The European Research Group on Innovative Milieu (GREMI), which unites approximately fifteen teams of European and American researchers, defines a \u003cem\u003emilieu\u003c/em\u003e as \"a set of relationships occurring in a geographical area that brings together, in a coherent whole, a production system, a technical culture and players. The entrepreneurial spirit, organisational practices, corporate behaviour, the manner in which techniques are employed, the manner in which the market is understood, and know-how are all integral and constituent parts of the \u003cem\u003emilieu\u003c/em\u003e\" (Maillat et al.,1993, p. 11). The GREMI also suggests that when a milieu encourages collaboration, collective learning, and creativity, it can evolve into an innovative \u003cem\u003emilieu\u003c/em\u003e. Such a context is conducive to the emergence of organizational, social, or technological innovations, particularly in times of profound transformation.The analytical framework based on the concept of the innovative \u003cem\u003emilieu\u003c/em\u003e is particularly appropriate for understanding how a tourist destination copes with challenges and takes advantage of synergies in times of crisis. It also provides a means of analysing the destination's ability to maintain its sustainability and competitiveness in such times by exploiting local resources (tangible and intangible) to promote better orchestration and harmonious coexistence between various activities and actors within the region. This approach based on the innovative \u003cem\u003emilieu\u003c/em\u003e would make it easier to identify the factors that explain the success of regions that are developing and the failures of regions that are stalled, taking into account all the specific aspects that revolve around the technological dimension (learning and innovation), the organisational dimension (coordination, interaction and networks of actors) and the territorial dimension (the role of proximity and distance) with the aim of guaranteeing its sustainability and competitiveness (Crevoisier, 2001; K\u0026eacute;bir and Crevoisier, 2004).\u003c/p\u003e\u003cp\u003eIt is evident that innovative \u003cem\u003emilieu\u003c/em\u003e, characterised by the geographical proximity between private entities and public institutions, have the potential to facilitate the emergence of innovations. The systemic nature of relationships has been demonstrated to shape local economic dynamics by interacting on three dimensions: learning and technological developments, interactions and networks, and proximity and territory (K\u0026eacute;bir and Crevoisier, 2004). The dynamic nature of economic relationships, which engender synergy effects, subsequently establishes the environment, thereby emphasising the significance of learning and interaction processes in innovation. This learning logic demonstrates the importance of elements such as know-how, level of qualification and skills, and technical culture (Coppin, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). Pikkemaat and Peters (2006) emphasise the prevalence of small businesses in the Alps, a region where the tourism industry faces significant challenges in terms of innovation and product development. The authors suggest that small businesses do not achieve economies of scale and are not able to increase profit margins that allow smaller units to reinvest in research and development, market research, product development, skills enhancement or creativity, and that small and medium-sized enterprises (SMEs) in tourism are still reluctant to cooperate or enter into strategic alliances with other competitors.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Energy and climate crisis\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eSince the summer of 2022, Switzerland has been cognisant of the significant risk of an electricity shortage during the winter period, when it is compelled to import power from Europe. The Ostral plan (ostral.ch) is the national contingency plan that is implemented in the event of such a crisis. As was noted at the conclusion of the winter of 2022-23, despite the absence of any major critical incidents, this phase demonstrated deficiencies in preparedness with regard to the tourism BCP (Fouiteh et al. \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) and an oversight of the unique characteristics of the tourism sector. Regarding this final point, the scientific literature demonstrates a paucity of knowledge on the subject. Switzerland is heavily dependent on foreign energy sources, and it is among the European nations with the lowest levels of energy self-sufficiency. In Switzerland, the domestic generation of electricity accounts for approximately 25% of total energy demand. The remaining three-quarters of the energy requirements are met by importing energy sources such as crude oil, petroleum products, natural gas and coal (Jorio, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). It is imperative to acknowledge that over a decade and a half ago, the necessity to emphasise the impending challenges was paramount in order to cultivate awareness among the tourism sector in Switzerland concerning the potentially disruptive impact of environmental concerns, particularly climate change, on their industry (Nydegger, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Climate change represents a significant challenge for contemporary society, and in 2008, Switzerland Tourism conducted a comprehensive analysis of its impact on the tourism sector. There is a broad consensus that these changes are reflected in increased global warming and changes in precipitation. Tourism, as a significant contributor to CO2 emissions, is particularly affected by these changes, including the reduction in snow cover, the rarefaction of the winter atmosphere and the increased risks. Fran\u0026ccedil;ois et al., (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) asserts that climate change poses a significant challenge to the ski tourism industry in Europe, primarily due to the decline in natural snowfall, which results in an increased reliance on artificial snow production, thereby leading to augmented water and energy consumption. Gerber et al., (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2025\u003c/span\u003e) also noted that climate change affects mountain tourism and summer glacier skiing, a highly vulnerable activity. However, the risks associated with snow supply have not yet been coherently assessed at European level, particularly with regard to the environmental impacts and carbon footprint associated with artificial snowmaking. In a similar manner, Minguez \u0026amp; Loloum (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2025\u003c/span\u003e) have highlighted that the carbon emissions of the tourism sector are frequently underestimated, as they do not take account of the entire supply chain. This prevents an accurate assessment of the real carbon footprint of tourism.\u003c/p\u003e\u003cp\u003eClivaz (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), posits that elevated temperatures are impeding the production of artificial snow, while competition for access to water resources, which are utilised for a variety of purposes including drinking water supply, agriculture, hydroelectric power generation and the preservation of biodiversity, is intensifying. Moreover, the electricity consumption required to produce artificial snow is problematic in the current energy context. The high cost of this artificial snow considerably increases the price of ski passes, as the installation of snow cannons on one kilometre of slope represents an investment of around one million francs. It is imperative to consider the impact on the landscape and the natural environment. In order to illustrate this point, Professor Clivaz (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) refers to the recent cancellation of the Ski World Cup in Zermatt last October, as well as that of Crans-Montana, due to a lack of snow and high temperatures, suggesting that this is merely the most visible manifestation of a more extensive phenomenon. From this standpoint, the prevailing circumstances are indicative of the ongoing global warming phenomenon, the increasing scarcity of natural snow, and the mounting challenges associated with maintaining an economy dependent on the ski industry.\u003c/p\u003e\u003cp\u003eAn examination of the political and administrative dimensions, as well as the local governance of tourist resorts, as demonstrated in the study of tourism development in mountain areas (Clivaz et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), reveals a notable fragmentation of governance, particularly within the Swiss context. The study examined the capacity of resorts to meet future challenges, revealing the coexistence of two modes of governance within these resorts. The community model is characterised by an abundance of tourism service providers, the absence of a dominant player, and a marked involvement of the public authorities. In contrast, the corporate model is marked by the absence of public involvement and the exercise of specific control over the operation of the ski area and a significant proportion of commercial accommodation by a single private operator. A further study, conducted in conjunction with Professor Reynard of the University of Lausanne, demonstrates that institutional fragmentation has deleterious consequences for the effective management of resources, particularly those associated with water. The example of the region under scrutiny, Crans-Montana, highlights how the fragmentation of water management at municipal level frequently results in a lack of overall vision in the management of water resources. The study posits that this institutional fragmentation compromises the sustainability of the current management system (Homewood et al., \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Minguez \u0026amp; Loloum (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), suggest that stakeholders' perceptions, ranging from unawareness, misconception and aversion to strategic adaptation or reframing, strongly influence their posture on energy issues. While some adopt a defensive attitude or defer their responsibility by perceiving the measures to be implemented as restrictive, others, particularly through participative approaches, see them as a strategic opportunity for more sustainable tourism.\u003c/p\u003e\u003cp\u003eThe majority of BCPs facilitate effective crisis management; however, they are linear in nature and do not adapt to the fragmented structure of tourism networks. Consequently, there is an imperative for a critical evaluation of prevailing crisis management models to facilitate the tourism industry's capacity to respond with greater alacrity and to incorporate significant critical events (e.g. power shortages, heatwaves, rock falls, landslides, snow-free winters) into its operations, with ramifications for the network of stakeholders, resource management and knowledge transfer. The present paper addresses this shortcoming by developing a new type of organisational BCP, taking into account the specific features of tourism and enabling a destination not only to return to normal in degraded mode, but also to restore the quality of service (innovate).\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"3. Methodology","content":"\u003cdiv id=\"Sec6\"\u003e\n \u003ch2\u003e3.1 Fieldwork selection\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eThis research is based on a multiple case studies analysis. The selection of the case studies in Switzerland and France was based on their diversity of stakeholder organization, level of development, and the importance of the involvement of the private or public entities in their functioning. This lead to select two ski resorts in the Swiss Alps, and one in the French Pyrenees. This choice allows to explore the role of innovative milieu in two different mountain massifs.\u003c/p\u003e\n \u003cp\u003eCrans-Montana is a municipality in the canton of Valais, in the district of Sierre, formed from the merger of four municipalities in 2017. Its territory stretches from the Rhône plain (approx. 600 m) to the Plaine Morte glacier (2,927 m). Historically a pastoral area, the plateau was transformed into a tourist resort at the end of the 19th century, and in the 20th century became an international destination, thanks in particular to golf and ski competitions. Today, Crans-Montana is a developed Alpine resort, positioned in the luxury tourism and international sports segment. It boasts a modern infrastructure, a large number of hotels, a high density of second homes and a structured events offering. More than 1,000 service providers work together in a complex organisation run by two main bodies: the Association des Communes de Crans-Montana (ACCM) and Crans-Montana Tourisme \u0026amp; Congrès (CMTC), which provide complementary governance. The private sector plays a central role (developers, investors, tourism operators), while the public sector coordinates the whole. The local economy is underpinned by three counter-cyclical sectors (cockpit.cransmontana.ch): education (15% of gross value added), healthcare (11%) and construction (10%). Crans-Montana is thus positioned as an Alpine town set in an unspoilt natural environment.\u003c/p\u003e\n \u003cp\u003eThe Val d'Anniviers, located on the left bank of the Rhône in Valais, stretches over 35 km from an altitude of 550 m to the 4,500 m peak of the Weisshorn. The current municipality of Anniviers, formed from the merger of five former communes in 2009, covers 243.4 km², making it the second largest in the canton and the eighth largest in Switzerland. With its rich cultural heritage and remarkable Alpine landscapes, Anniviers attracts lovers of nature, outdoor sports and traditions in summer and winter alike. Its economy is based on several complementary sectors: tourism, a key sector, is renewing itself around sustainable and diversified offerings; hydroelectricity, a strategic sector, is facing environmental challenges; the residential economy and local services support quality of life; construction is moving towards sustainable renovation; finally, agriculture, although marginal, remains essential to the management of the area (www.anniviers.org). The governance of the destination is based on a collaborative model: structured as a public limited company, under Swiss law, Anniviers Tourisme SA is responsible for promotion in partnership with the local development companies and the regional agency Sierre-Anniviers Marketing, while the ski lift companies manage the infrastructure. This system brings together public and private players to ensure strategic coordination, local roots and sustainable development (www.valdanniviers.ch).\u003c/p\u003e\n \u003cp\u003eAx-les-Thermes was selected for the French Pyrenees. Located at an altitude of 720 metres in the thermal spa town, the resort is linked to the Ax-3-Domaines ski area by a nine-minute “valley lift” and a one-hour-and-52-minute rail connection from Toulouse. It is widely marketed as the “Toulousan station”. The ski area comprises the Bonascre, Saquet and Campels sectors (1,400–2,300 m; mean 1,900 m), 60% of which lies above 1,800 m, providing reliable snow conditions despite climate change. In economic terms, the resort accounts for over 60% of skier visits and 70% of lift revenue in Ariège, supporting around 400 jobs. Surveys of visitors' origins reveal that approximately 68% of skier visits originate from within Occitanie, primarily from the Toulouse metropolitan area, confirming Ax-les-Thermes' reputation as the 'home mountain' for regional residents. International demand remains modest and is dominated by Spanish visitors, consistent with the resort's proximity to Andorra and the Catalan border. The governance structure of the resort is of particular interest compared to the Swiss ones. The operating company, SAVASEM, is a mixed-ownership corporation with €1.2\u0026nbsp;million in capital. Public entities hold 81% of the equity (the commune 32%, the Ariège departmental council 23%, the Haute-Ariège inter-municipality council 23%), leaving 19% to private partners. Nevertheless, public dominance is disproportionate: Eleven of the twelve board seats are reserved for local authorities, with the commune occupying five seats (45%).\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec7\"\u003e\n \u003ch2\u003e3.2 Qualitative method\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eFrom spring 2024 to spring 2025, interviews were conducted on-site with stakeholders from the selected destinations. The interviewees were selected through purposeful sampling based on the author's knowledge of how the destinations function, as well as on discussions with members of the institutions who are familiar with the organisation of the stakeholders in the three selected places. A total of 39 interviews were conducted, including 19 in the Swiss Alps and 20 in the French Pyrenees. Representatives from destination management organisations, local and regional policymakers, and local enterprises (e.g. ski rental, restaurants, accommodation, ski schools, thermal spas, and real estate agencies) as well as ski area managers were interviewed.\u003c/p\u003e\n \u003cp\u003eThe interview guide was based on six themes, including an understanding of crisis situations, with examples of past crises experienced by the interviewee and how they cope with them; a specific section on climate and energy crises, and their positive and negative impacts on the interviewee's activity; Innovation, including questions on measures taken to anticipate crises or new activities or organisational changes made to cope with future crises; Business Continuity Plans (BCPs) in place and the integration of climate and energy crises into current and future BCPs; aspects of the territory, including existing networks and relationships between stakeholders and their impact on crisis management. The interviews lasted between 45 and 75 minutes and were analysed using a deductive content analysis based on the innovative milieu paradigm: organisational, technology and territory, as well as specific themes such as the BCP, the impact of crises and the structuring of tourism in the selected destinations.\u003c/p\u003e\n \u003cp\u003eThis methodological approach, grounded in qualitative inquiry and structured around semi-directed interviews, enabled the capture of situated practices, perceptions, and constraints faced by tourism actors in real crisis settings. By focusing on a diverse yet comparable set of destinations, the analysis highlights both shared patterns and specificities across territorial contexts. The selected cases offer valuable insights into how continuity planning is locally enacted, negotiated, and adapted in times of disruption. In the following section, the primary findings from the fieldwork will be presented, with the aim of demonstrating how tourism stakeholders in these destinations have developed context-sensitive responses to uncertainty and crisis.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e"},{"header":"4. Results Synthesis: Territorial Dynamics and Crisis Response Mechanisms","content":"\u003cp\u003eIn order to enhance comprehension of the manner in which tourism destinations manage continuity in the face of multiple and evolving crises, a series of in-depth interviews were conducted with key actors involved in destination governance. The following section is devoted to the presentation of the primary empirical findings, with a particular emphasis on the local dynamics, adaptive strategies, and collaborative practices that were identified in the field. The insights presented here form the basis for the new theoretical perspective that is introduced in the following section.\u003c/p\u003e\n\u003cdiv id=\"Sec9\"\u003e\n \u003ch2\u003e4.1 Crisis Perception and Transformation Dynamics\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eThe empirical evidence reveals a fundamental shift in how tourism stakeholders conceptualize and respond to crisis situations. Rather than viewing crises as purely disruptive events, all interviewed participants demonstrated a nuanced understanding of crises as catalysts for transformation and innovation. A tourism organization manager articulated: \"Crises don't happen by chance, there are always lessons to be learned from them.\"\u003c/p\u003e\n \u003cp\u003eThe COVID-19 pandemic served as a critical juncture that accelerated pre-existing transformation processes in work methodologies, organizational structures, and consumption patterns. The acceleration of digital transformation represents one of the most significant outcomes of crisis-induced change, with multiple respondents highlighting rapid adoption of telework arrangements, digitalization of services, and new forms of customer engagement. One local actor explained that : \"Swiss clientele has rediscovered the Alps. Telecommuting has enabled them to stay longer.\" This observation highlights an economic opportunity that has not necessarily led to a structural transformation in tourism practices. Teleworking has also changed the behaviour of secondary residents as another testimonial illustrates how certain destinations have temporarily benefited from new forms of presence and use of the region, linked to climate and quality of life issues: \"Teleworking has enabled secondary residents to come more often. The mountains have become a summer refuge from the heat of the plains.\"\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec10\"\u003e\n \u003ch2\u003e4.2 Climate Change Adaptation and Resource Management\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eClimate change impacts have moved beyond abstract future projections to become concrete operational challenges requiring immediate adaptive responses. In Crans- Montana, water scarcity has emerged as a critical constraint on tourism operations. As one municipal representative explained: \"The problem is water. We don't have groundwater here. Everything that falls flows and goes down.\"\u003c/p\u003e\n \u003cp\u003eFrequent rockfalls and recurring road closures in Alpine valleys represent another dimension of climate-related disruption. The transformation of what were previously rare hazards into chronic management challenges requires a fundamental shift from reactive crisis response to proactive risk management integrated into territorial planning processes.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec11\"\u003e\n \u003ch2\u003e4.3 Multi-Scale Governance and Collaborative Networks\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eThe analysis reveals a complex multi-scale governance system characterized by both coordination mechanisms and significant gaps in institutional response capacity. At federal and cantonal levels, established crisis management protocols exist for certain sectors, particularly public transportation. However, at local and municipal levels, preparation and institutional involvement varied significantly. The crisis highlighted the limits of rigid governance frameworks and the need for organisational adaptability. As one of the actors interviewed put it: \"We had to adapt constantly, without any official protocol. The versatility of the teams was essential.\" This statement demonstrates the importance of flexible governance, based on operational autonomy, responsiveness and the mobilisation of cross-disciplinary skills within teams.\u003c/p\u003e\n \u003cp\u003eDespite institutional limitations, significant evidence of spontaneous collaborative innovation and territorial solidarity emerged during crisis periods. Ad hoc partnerships between tourism operators developed informal collaboration arrangements that enabled them to circumvent certain health restrictions while maintaining service quality. These partnerships demonstrated the innovative milieu's capacity for collective learning and knowledge creation.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec12\"\u003e\n \u003ch2\u003e4.4 Innovation Processes and Adaptive Capacity\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eInnovation in crisis contexts involves multiple dimensions including technological, organizational, and social innovations. The rapid adoption of digital communication platforms, contactless service delivery systems, and online booking technologies during the COVID-19 pandemic demonstrated capacity for technological innovation within tourism systems.\u003c/p\u003e\n \u003cp\u003eHowever, the most significant innovations often involved organizational and social dimensions rather than purely technological solutions. In response to the emergency, informal and reactive forms of governance were swiftly established, utilising digital tools and local solidarity. As one teacher recounts: \"We organised ourselves via WhatsApp and other digital tools. The headteacher responded rapidly\". Similarly, another respondent said, \"The young people delivered groceries to the elderly, and the local authority checked that everyone was OK.\" This type of spontaneous organisation demonstrates the capacity of local stakeholders to initiate rapid responses beyond the scope of formal institutional frameworks.\u003c/p\u003e\n \u003cp\u003eThe development of flexible internal protocols based on field experience and the emergence of spontaneous solidarity networks represent innovations that created new possibilities for mutual support and resource sharing within tourism communities.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec13\"\u003e\n \u003ch2\u003e4.5 Business Continuity Planning Practices\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003ePrior to the COVID-19 pandemic, few tourism enterprises possessed comprehensive business continuity plans. The majority of crisis responses were improvised, relying on organizational flexibility and stakeholder creativity rather than predetermined protocols. Large enterprises demonstrated greater tendency toward formal plan development following crisis experiences, while small businesses continued to rely on empirical adaptation and internal solidarity. In some large, institutionalised organisations, continuity plans were drawn up in advance. On the other hand, according to one respondent, \"in SMEs, the response was mainly based on immediate adaptation to the situation\".\u003c/p\u003e\n \u003cp\u003eThe role of polyvalence and cross-training emerged as a critical factor in organizational resilience. Businesses with staff capable of performing multiple functions demonstrated superior capacity to maintain operations during periods when normal staffing patterns were disrupted.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e"},{"header":"5. Discussion: Toward an Organizational BCP Model for Territorial Resilience","content":"\u003cdiv\u003e\n \u003cp\u003eIn the preceding section, the empirical findings were presented and discussed. The present section will now consider a broader conceptual reflection. The objective of this discussion is to contextualize our findings within the extant literature on Business Continuity Planning (BCP), while introducing a novel theoretical model adapted to territorially embedded systems. The objective of this study is to demonstrate how continuity can be reinterpreted as a collective, adaptive, and place-based process by contrasting classical approaches with the proposed framework.\u003c/p\u003e\n \u003cp\u003eWhile classical Business Continuity Planning (BCP) models are predominantly linear, protocol-driven, and focused on individual organizational continuity, these approaches often overlook the complexities of territorially embedded tourism systems rooted in a specific territory (Gómez \u0026amp; Kawaguchi, 2016; Clerc, 2021). Our fieldwork revealed that crisis responses in tourism destinations emerge from dynamic and context-specific interactions among a multitude of local actors. Standardized BCP frameworks fail to accommodate this contextual richness and tend to ignore local knowledge, informal networks, and the embedded nature of tourism economies (Adams \u0026amp; Sandarupa, 2018; Bautista \u0026amp; Torres, 2025). Consequently, classical models inadequately reflect the adaptive and collaborative capacity required in polycrisis conditions (Koasidis et al., 2023; Picanço et al., 2025).\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec15\"\u003e\n \u003ch2\u003e5.1 The Organizational BCP Model: A Territorial-Innovative Milieu Framework\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eBuilding on our empirical research, we propose a novel model of Business Continuity Planning: the Organizational BCP grounded in a territorial-innovative \u003cem\u003emilieu\u003c/em\u003e approach. This model reframes continuity as an emergent capacity embedded within territorially rooted systems rather than as a function of organizational isolation. Figure 1 presents this theoretical model.\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003eAs illustrated in Fig. 1, a conceptual synthesis is presented that contrasts the conventional, organisation-centric logic of Business Continuity Planning (BCP) with a model based on territorial resilience and the dynamics of the innovative \u003cem\u003emilieu\u003c/em\u003e. Drawing on the empirical insights developed in Section 4, the model illustrates how continuity planning in tourism destinations emerges from territorially embedded processes rather than from isolated procedural frameworks. The territorial approach offers a global understanding of crises, particularly in the context of the recent health crisis, as emphasised by Laganier et Veyret (2023). According to these authors, anticipating a major crisis involves analysing the dynamics at all levels of the territory, taking into account multiple interdependencies in a context of widespread uncertainty, therefore it becomes possible to identify certain points of vulnerability. This territorial perspective is therefore essential if we are to grasp the specific local features and challenges of each environment, while mobilising the appropriate resources to deal with critical situations. The diagram describes a six-phase process from crisis management to recovery. Phase A marks the outbreak of a critical incident. Phases B to E are based on a classic Business Continuity Plan (BCP) approach: they involve analysing the context, defining the essential objectives, establishing the security requirements, assessing the risks and then implementing a strategy in degraded mode. Finally, phase F, known as the recovery phase, goes beyond simple recovery to incorporate a logic of territorial resilience, innovation and the creation of new resources.\u003c/p\u003e\n \u003cp\u003eThe diagram under consideration here highlights a shift from linear, top-down crisis response mechanisms toward an integrated, multi-actor approach grounded in local interactions, shared learning, and adaptive coordination. The fieldwork revealed that continuity practices during crises are not merely the result of formalised planning documents, but rather of situated exchanges and improvisations among stakeholders embedded in a common territory.\u003c/p\u003e\n \u003cp\u003eIn this perspective, crisis management is no longer conceived as the restoration of pre-existing equilibria, but as a collective capacity to adapt, reorganise, and co-create solutions under evolving and uncertain conditions (Paton, 2009; Sawalha, 2011; Jessup, 2020). The integration of BCP into the territorial system, facilitated by governance structures, cultural anchoring, and relational capital, underscores the significance of the territorial-innovative milieu as a multifaceted framework for analysis and operationalisation.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec16\"\u003e\n \u003ch2\u003e5.2 Key Differences with Classical BCP\u003c/h2\u003e\n \u003cdiv\u003e\n \u003cp\u003eThe Organizational BCP model departs fundamentally from the classical BCP paradigm. While classical models are preoccupied with risk control and procedural compliance (Somers, 2009; Koronis \u0026amp; Ponis; 2018; Hatton \u0026amp; Brown, 2021), our model emphasizes adaptability, embeddedness, and emergent forms of coordination. The model reframes crisis not merely as disruption, but as a space of potential for transformation, innovation, and reinforced territorial collaboration. The crisis is no longer seen solely as a disturbance to be controlled, but as a potential space for transformation, social innovation and strengthening the dynamics of territorial collaboration (Moralli \u0026amp; Allegrini, 2021).\u003c/p\u003e\n \u003cp\u003eThe proposed model offers a practical and theoretical contribution to tourism crisis management. It calls for a redefinition of destination governance structures to focus on enabling environments for adaptive innovation (Baggio et al., 2010; Khardani \u0026amp; Schmude, 2024; Damiasih, 2025). Tourism destination managers must shift from centralized control to distributed intelligence systems. Institutional flexibility, trust-based networks, and shared crisis memory are critical to enhancing resilience in future polycrisis.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e"},{"header":"6. Recommendations for operationalising the organisational theoretical PCA","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe preceding discussion has laid the foundations for a renewed theoretical framework for thinking about the continuity of activities in tourist destinations, by highlighting the limits of classic organisation-centred models and emphasising the importance of a territorial, integrated and adaptive approach. This paradigm shift is based on the recognition that the crisis is not simply a dysfunction, but an opportunity for collective transformation and innovation, based on the territory's endogenous resources and the dynamics specific to each environment. From this perspective, continuity becomes an emergent process, co-constructed by a plurality of public, private and community players, whose interactions, cross-learning and capacity for improvisation strengthen territorial resilience. The innovative territorial environment, as a framework for action and analysis, forms the basis of this organisational model. It enables the technological, relational, cultural and institutional dimensions to be integrated into a distributed governance system capable of responding to the systemic uncertainties of contemporary polycrisis. The operational recommendations that follow are directly in line with this logic. They translate the theoretical model of a territorial organisational BCP into a concrete, multi-sector and multi-level architecture, capable of supporting tourist destinations in the continuity of their critical functions while promoting their capacity to adapt and innovate. Drawing on lessons learned in the field, these recommendations aim to build a continuity system that is locally anchored but interconnected, based on trust, cooperation and collective responsiveness. They propose a continuity plan that goes beyond the logic of linear protection to become a systemic territorial resilience strategy, supported by collaborative governance and dynamic mobilisation of local resources.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eAs shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, our organisational business continuity plan (BCP) for a tourist destination is based on a multi-actor, multi-scale approach inspired by the concept of an innovative environment, integrating technological, organisational and territorial paradigms. It brings together public authorities, private operators, local communities and civil society in a coordinated structure in which each player plays a specific role: the public sector provides strategic oversight and legal frameworks, the private sector ensures the continuity of critical services in degraded mode through adapted procedures and flexible operations, local communities act as support relays, and civil society contributes by adapting behaviours and showing solidarity. Tourism stakeholders act as a strategic pivot, coordinating communication and aligning responses at all levels. Technological resources, such as digital communication tools and local know-how, support innovation and adaptability. In organisational terms, the BCP relies on structured cooperation between tourism coordination bodies, inter-institutional consultation bodies and economic networks to manage risks collectively and effectively. Finally, local proximity means that resources can be mobilised quickly, while multi-scalar governance ensures consistency and legitimacy. By integrating the territorial dynamics according to the innovative milieu, this BCP not only ensures operational continuity, but also strengthens the destination's ability to innovate, recover and remain competitive in a sustainable way in times of crisis. Our organisational BCP for tourist destinations is not just a technical tool, but a strategy rooted in the territory. It links crisis management to the innovative potential of a collaborative environment, enabling destinations to act quickly, adapt locally, mobilise their specific resources and recover collectively.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThis research contributes to understanding of crisis management in tourism destinations by demonstrating how territorial processes mediate between individual organizational responses and system-level outcomes. The territorial-innovative milieu perspective provides insights into how local knowledge, social capital, and collaborative capacity interact to generate adaptive responses that enable continuity and transformation during crisis periods.\u003c/p\u003e\u003cp\u003eThe theoretical contribution of the territorial-innovative milieu BCP model provides a systematic framework for understanding and implementing territorial approaches to crisis management that addresses limitations in existing approaches while offering practical guidance for enhancing territorial resilience. This model represents a significant advance in crisis management theory by integrating insights from multiple theoretical traditions into a coherent framework.\u003c/p\u003e\u003cp\u003eThe methodological contribution of the territorial-innovative milieu analytical framework provides researchers with tools for examining complex territorial dynamics while maintaining analytical rigor and theoretical coherence. This framework addresses methodological gaps in existing research while providing practical guidance for conducting territorial analysis in tourism and regional development contexts.\u003c/p\u003e\u003cp\u003eThe research demonstrates that effective crisis management in tourism destinations requires fundamental reconceptualization of continuity planning as a territorial, collaborative, and innovation-driven process rather than an organizational, protocol- based activity. This reconceptualization has implications that extend beyond crisis management to encompass broader questions of territorial sustainability, stakeholder engagement, and adaptive governance.\u003c/p\u003e\u003cp\u003eFuture research should focus on comparative studies across different types of tourism destinations to examine the generalizability and adaptability of the territorial-innovative milieu model. Longitudinal studies could provide insights into temporal dynamics of territorial development and long-term effects of crisis experiences on territorial capacity. Experimental approaches could test specific model components through controlled interventions.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAuthor Contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAll authors contributed to the study conception and design.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe research was financially supported by \u0026hellip;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed Consent Statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eInformed consent was obtained from all subjects involved in the study, who were informed in advance of how the data were to be collected, how they would be stored and analysed, and their rights to withdraw.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthics approval and consent to participate\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study did not involve any experiments on humans or animals, nor did it collect sensitive personal data, biological material, or medical information. Therefore, formal ethics committee approval was not required according to the applicable institutional and national guidelines. All participants were informed about the purpose of the research, the voluntary nature of their participation, and their right to withdraw at any time. Informed consent was obtained from all participants prior to the interviews. The study was conducted in accordance with the ethical principles outlined in the Declaration of Helsinki.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe datasets collected and analysed during the current study are available from the corresponding author upon reasonable request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgments\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWe sincerely thank all those within the tourism destination who responded to our interview request, as well as those who confirmed their availability to participate.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflicts of Interest\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors declare no conflict of interest. The funding sources had no involvement in the study\u0026rsquo;s design, data collection, analysis, or interpretation, nor in the writing of the manuscript or the decision to publish the findings.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAdams, K. M., \u0026amp; Sandarupa, D. (2018). A room with a view: Local knowledge and tourism entrepreneurship in an unlikely Indonesian locale. \u003cem\u003eAsian Journal of Tourism Research\u003c/em\u003e, \u003cem\u003e3\u003c/em\u003e(1). https://doi.org/10.12982/AJTR.2018.0001\u003c/li\u003e\n\u003cli\u003eArmstrong, E. K. (2008). \u003cem\u003eTourism destination recovery after the 2003 Canberra fires\u003c/em\u003e. Canberra: University of Canberra.\u003c/li\u003e\n\u003cli\u003eAwang Ali, Q. S., Hanafiah, M., \u0026amp; Mogindol, S. H. (2023). 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Vulnerability of ski tourism towards internal climate variability and climate change in the Swiss Alps. \u003cem\u003eScience of the Total Environment\u003c/em\u003e, \u003cem\u003e784\u003c/em\u003e, 147054. https://doi.org/10.1016/j.scitotenv.2021.147054\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Crisis Management Methodology, Territorial Innovation Systems, Qualitative Tourism Research, Business Continuity Planning","lastPublishedDoi":"10.21203/rs.3.rs-7011446/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7011446/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis paper presents a methodological advancement in crisis management research for tourism destinations through the development of a territorial-innovative \u003cem\u003emilieu\u003c/em\u003e analytical framework. Conventional business continuity planning (BCP) often relies on standardized protocols that overlook territorial specificities. In contrast, this study introduces a novel approach that integrates qualitative territorial analysis with innovative \u003cem\u003emilieu\u003c/em\u003e theory to examine crisis response mechanisms in mountain tourism destination contexts. Addressing a key methodological gap, the research demonstrates how territorially embedded qualitative methods can uncover collaborative innovation processes that remain invisible to traditional organizational-centric models. Using a mixed-method qualitative design, the study combines semi-directive interviews with territorial dynamics analysis, across two Swiss Alpine destinations and one in the French Pyrennes, during multiple crises, including COVID-19, climate change, and energy disruptions. The methodological innovation lies in applying innovative \u003cem\u003emilieu\u003c/em\u003e theory to understand how territorial actors co-create adaptive responses under polycrisis conditions. Empirical findings reveal that effective crisis management emerges from territorially rooted collaborative networks functioning as systems of collective intelligence, challenging the individualistic assumptions of classical BCP. The paper\u0026rsquo;s primary contribution is the development of a territorial-innovative \u003cem\u003emilieu\u003c/em\u003e BCP model, offering a systematic framework for analysing crisis management in territorially embedded systems. This model provides researchers and practitioners with a rigorous method to explore how local knowledge, social capital, and collaborative capacity interact to generate adaptive responses, thereby addressing limitations in existing methodologies by incorporating territorial specificity, stakeholder collaboration, and innovation into analytical procedures\u003c/p\u003e","manuscriptTitle":"Crisis management gaps in tourism mountain destinations: toward a new approach based on innovative milieu to include the territorial dimensions in business continuity responses","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-08-27 13:27:31","doi":"10.21203/rs.3.rs-7011446/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"41583dca-3183-4a8f-813a-f767c52145f4","owner":[],"postedDate":"August 27th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2026-01-09T06:39:32+00:00","versionOfRecord":[],"versionCreatedAt":"2025-08-27 13:27:31","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7011446","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7011446","identity":"rs-7011446","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}