The global COVID-19 pandemic—and the ensuing safety measures—has inflicted a debilitating blow against the lodging industry by transforming tourism patterns and discouraging travel. Guided by tourism disaster management framework and the contingency theory, this study attempts to explore the crisis management practices (CMPs) conducted by the leaders of a newly-opened hotel in Bali, Indonesia, during each phase of crisis. Through an interview with eight hotel executives, the findings of this study provide both theoretical and managerial implications for comprehending CMPs during the current circumstances. As the pandemic has not yet ended, a company that has reached the resolution phase may revert to the emergency phase, or worse. Therefore, this study also recommends considering the advantages of communication, contingency plans, open leadership styles, organization culture, past experiences, and business continuity as the principle tools with which to increase the chances of successful CMPs. These findings may also prove to be significant to other areas of the tourism sector beyond the hotel industry, as well as to other cultural tourism destinations outside of Bali.
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