With the scale and abundance of recent crises, effective destination management has become a highly topical issue within the tourism industry. Risk management is generally promoted as a valuable method of hazard reduction, yet the planning capability of any destination is only truly
determined in real conditions of duress. An integrated crisis management approach extends beyond strategies of prevention and preparation to actively facilitate comprehensive response, recovery, and resilience strategies. Case studies of authentic tourism crisis can assist in understanding
and providing practical lessons for reducing vulnerability and sustained adversity. Although the recent tourism crises experienced by both Bali and Phuket were "triggered" by separate and distinctive events, analysis of the subsequent issues and concerns demonstrate the benefits of a more
proactive and integrated approach to destination management strategies.
Tourism Review International is a peer-reviewed journal that advances excellence in all fields of tourism research, promotes high-level tourism knowledge, and nourishes cultural awareness in all sectors of the tourism industry by integrating industry and academic perspectives. Its international and interdisciplinary nature ensures that the needs of those interested in tourism are served by documenting industry practices, discussing tourism management and planning issues, providing a forum for primary research and critical examinations of previous research, and by chronicling changing tourism patterns and trends at the local, regional and global scale.