Welcome Guest [create an account] or log-in:

Chapter 11 Managing the reputation of cruise lines in times of crisis A review of current practices

DOI: 10.23912/9781911396673-4102

ISBN: 9781911396673

Published: July 2019

Component type: chapter

Published in: Reputation and Image Recovery for the Tourism Industry

Parent DOI: 10.23912/9781911396673-3803



Serving as both a luxury hotel and a traveling city, the cruise line industry acts as one of the fastest growing sectors within the tourism and hospitality industry. With a 62% growth in demand from 2005 to 2015, the cruise line industry expects to welcome 28 million global passengers on board (Cruise Line International Association [CLIA], 2018). According to CLIA (2018), the top five source markets of the global cruise industry are the United States (11.5 million passengers in 2016), China (2.1 million passengers in 2016), Germany (2 million passengers in 2016), United Kingdom (1.9 million passengers in 2016), and Australia (1.3 million passengers in 2016). Although the United States ranks as one of the most important markets for the cruise industry, the number of domestic cruise line companies remains relatively small, which is due to the necessity of obtaining substantial capital investment, and the intense competition (Ryschka et al., 2016).
Within such a competitive market, reputation has become one of the key assets that cruise line companies cannot simply overlook (Weaver, 2005). Reputation refers to “the prestige or status of a product of service, as perceived by the purchaser, based on the image of the supplier” (Petrick, 2002:125). Reputation helps distinguish a particular brand from others as well as affecting peoples’ attitude, perceptions, and purchasing intentions (Petrick 2002, 2011; Weaver, 2005). The strong relationship between reputation and consumer decisions and behaviors has been well reported by numerous empirical studies, including both the general marketing literature (e.g. Olshavsky & Granbois, 1979) and the cruise tourism literature (e.g. Perick, 2002, 2011).

Sample content

Click here to download PDF


  • Bingjie Liu-Lastres, Department of Tourism, Event, and Sport Management, School of Health and Hunan Science, Indiana University-Purdue University Indianapolis, USA. (Author)
  • Amy M Johnson, Department of Tourism, Event, and Sport Management, School of Health and Human Science, Indiana University-Purdue University Indianapolis, USA. (Author)

For the source title:

  • Gabby Walters, Tourism Discipline, School of Business, University of Queensland, St Lucia, QLD (Editor)
  • Judith Mair, Associate Professor, UQ Business School, University of Queensland, Australia (Editor)

Cite as

Liu-Lastres & Johnson, 2019

Liu-Lastres, B. & Johnson, A.M. (2019) "Chapter 11 Managing the reputation of cruise lines in times of crisis A review of current practices" In: Walters, G. & Mair, J. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911396673-4102


Avery, E.J., Lariscy, R.W., Kim, S. and Hocke, T. (2010) ‘A quantitative review of crisis communication research in public relations from 1991 to 2009’, Public Relations Review, 36(2), 190-192.


Barbe, D., Pennington-Gray, L., and Schroeder, A. (2018) ‘Destinations’ response to terrorism on Twitter’, International Journal of Tourism Cities. Available at https://www.emeraldinsight.com/loi/ijtc/(Accessed 5 April. 2018).


Carroll, C.E. and McCombs, M. (2003) ‘Agenda-setting effects of business news on the public’s images and opinions about major corporations’, Corporate Reputation Review, 6(1), 36-46.


Champoux, V., Durgee, J. and McGlynn, L. (2012) ‘Corporate Facebook pages: when “fans” Attack’, Journal of Business Strategy, 33(2), 22-30.


Coombs, W.T. (1995) ‘Choosing the right words: The development of guidelines for the selection of the “appropriate” crisis-response strategies’, Management Communication Quarterly, 8(4), 447-476.


Coombs, W.T. (2007) ‘Protecting organization reputations during a crisis: The development and application of situational crisis communication theory’, Corporate Reputation Review, 10(3), 163-176.


Coombs, W.T. (2014) Ongoing Crisis Communication: Planning, Managing, And Responding. New York City: Sage Publications.

Coombs, W.T. and Holladay, S.J. (2008) ‘Comparing apology to equivalent crisis response strategies: Clarifying apology’s role and value in crisis communication’, Public Relations Review, 34(3), 252-257.


Cruise Line International Association [CLIA]. (2014) ‘Report on Operational Incidents 2009 to 2013’, [Online]. Available at http://cruising.org/ (Accessed 5 April. 2018).

Cruise Line International Association [CLIA]. (2018) ‘2018 Cruise Industry Outlook’, [Online]. Available at http://cruising.org/ (Accessed 5 April. 2018).

Fiske, S.T. and Taylor, S.E. (1991) Social Cognition, New York: McGraw-Hill 193 Fombrun, C. and Van Riel, C. (2004) ‘Managing your company’s most valuable asset: Its Reputation’, Criticaleye Review, (5), 71-74.

Harris Poll. (2013) ‘Cruise Line Perceptions Continue to Sink’, [Online]. Available at https://theharrispoll.com/ (Accessed 5 April. 2018).

Harris Poll. (2014) ‘Cruise Line Industry Continues to Battle Unfavorable Tides’, [Online]. Available at https://theharrispoll.com/ (Accessed 5 April. 2018).

Hsieh, H.F. and Shannon, S.E. (2005) ‘Three approaches to qualitative content analysis’, Qualitative Health Research, 15(9), 1277-1288.


Kim, H.J. and Cameron, G.T. (2011) ‘Emotions matter in crisis: The role of anger and sadness in the publics’ response to crisis news framing and corporate crisis response’, Communication Research, 38(6), 826-855.


Liu, B. and Pennington-Gray, L. (2015) ‘Understanding the Cruise Industry’s Responses to Health-Related Crises: A Case Study Approach’, paper presented at the 2015 ttra International Conference, 15-17 June, Oregon.

Liu, B., Kim, H., and Pennington-Gray, L. (2015) ‘Responding to the bed bug crisis in social Media’, International Journal of Hospitality Management, 47,76-84.


Liu-Lastres, B., Schroeder, A., and Pennington-Gray, L. (2018) ‘Cruise Line Customers’ Responses to Risk and Crisis Communication Messages: An Application of the Risk Perception Attitude Framework’ Journal of Travel Research, Available at https://journals.sagepub.com/home/jtr/(Accessed 5 April. 2018).


Marti, B. E. (1995) ‘The cruise ship vessel sanitation program’, Journal of Travel Research, 33(4), 29-38.


Olshavsky, R. W., and Granbois, D. H. (1979) ‘Consumer decision making—fact or fiction?’,Journal of Consumer Research, 6(2), 93-100.


Paraskevas, A. (2006) ‘Crisis management or crisis response system? A complexity science approach to organizational crises’, Management Decision, 44(7), 892-907.


Petrick, J.F. (2002) ‘Development of a multi-dimensional scale for measuring the perceived value of a service’, Journal of Leisure Research, 34(2), 119-134.


Petrick, J.F. (2011) ‘Segmenting cruise passengers with perceived reputation’, Journal of Hospitality and Tourism Management, 18(1), 48-53.


Ryschka, A.M., Domke-Damonte, D.J., Keels, J.K. and Nagel, R. (2016) ‘The effect of social media on reputation during a crisis event in the cruise line industry’, International Journal of Hospitality & Tourism Administration, 17(2), 198-221.


Walters, G., Mair, J., & Ritchie, B. (2015) ‘Understanding the tourist’s response to natural disasters: The case of the 2011 Queensland floods,’ Journal of Vacation Marketing, 21(1), 101-113.


Weaver, A. (2005) ‘The McDonaldization thesis and cruise tourism’, Annals of Tourism Research, 32 (2), 346-366.



Published in Reputation and Image Recovery for the Tourism Industry

Paperback format [Details] Available as an inspection copyPrice: £36.99Copies / Delivery by post
Terms and conditions of purchase | Privacy policy