Fundamental crises transform the tourism environment. To achieve business continuity, hotels have redesigned their operations with innovative strategies, introducing new protocols, and launching branded programs promising enhanced quality of the travel experience, by collaborating with well-known health and hygiene experts. Using a grounded theory approach, we identify three hotel redesign strategies used in practice (compliance, extensive and partnership redesign). Based on these insights, we further empirically investigate how redesign strategies affect customer perceptions. Through a quasi-experimental design, we find that service redesign influences hotel image and time frame travel. The results differ by the redesign type and the crisis dimension most relevant to tourists (social versus health), such that extensive and partnership redesign, as versus compliance redesign have a significant impact only for health-oriented individuals. Additionally, our findings highlight that redesign efforts to respond the current crisis can be perceived differently by an individual's risk perception and gender.

根本性危机改变了旅游环境。为实现业务连续性，酒店通过与知名健康和卫生专家合作，通过创新战略重新设计了运营，引入了新协议，并推出了承诺提高旅行体验质量的品牌计划。使用扎根理论方法，我们确定了在实践中使用的三种酒店重新设计策略（合规、广泛和合作伙伴重新设计）。基于这些见解，我们进一步实证研究了重新设计策略如何影响客户感知。通过准实验设计，我们发现服务重新设计会影响酒店形象和时间框架旅行。结果因重新设计类型和与游客最相关的危机维度（社会与健康）而异，例如广泛和伙伴关系重新设计，与合规性重新设计相比，仅对面向健康的个人有重大影响。此外，我们的研究结果强调，个人的风险认知和性别可以不同地看待重新设计以应对当前危机的努力。