Building people-centred organisational resilience in remote and highly seasonal tourism

Abstract

Tourism and hospitality organisations in remote, highly seasonal Arctic and sub-Arctic destinations face persistent workforce instability, multicultural team dynamics, and well-being risks that threaten service reliability and organisational continuity. Previous research has focused mainly on destination- and community-level resilience, while giving less attention to how resilience is built within tourism organisations through everyday workforce-related practices. This study examines people-centred organisational resilience through a qualitative comparative design in two northern contexts: Iceland and Finnish Lapland. The empirical material comprised semi-structured interviews in Iceland and interviews, organisational documents, and field observations in Finnish Lapland, collected in autumn 2025. The data were analysed using thematic analysis. The findings identify four recurring resilience mechanisms: leadership under seasonal and environmental pressure; employee experience across employment phases; living conditions and belonging; and ethical governance. Here, “mechanisms” refers not simply to broad topics but to organisational processes through which recurring practices support resilience in remote, highly seasonal tourism settings. Together, these mechanisms show that resilience in remote tourism is built not only through operational flexibility or crisis response, but through people-centred organisational practices that support continuity, coordination, safety, and trust across seasons. The study contributes a workforce-centred extension of resilience theory in tourism and offers a comparative account of how these mechanisms operate across two northern tourism settings.