Yustisia KRISTIANA, Rudy PRAMONO, Reagan BRIAN /

Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223 213

Print ISSN: 2288-4637 / Online ISSN 2288-4645

doi:10.13106/jafeb.2021.vol8.no4.0213

Adaptation Strategy of Tourism Industry Stakeholders During the

COVID-19 Pandemic: A Case Study in Indonesia

Yustisia KRISTIANA1, Rudy PRAMONO2, Reagan BRIAN3

Received: November 30, 2020  Revised: February 22, 2021  Accepted: March 02, 2021

Abstract
The objectives of this study are (1) to describe the changes in the tourism industry that have occurred due to COVID-19; (2) explain the
adaptation strategies of tourism industry stakeholders to maintain the resilience of Tanjung Puting tourism destination during the COVID-19
pandemic, and (3) explain the government’s strategy in supporting tourism industry stakeholders to maintain the sustainability of Tanjung
Puting tourism destinations during the COVID-19 pandemic. This is qualitative research; data was collected through in-depth interviews
and the collection of published documents or information related to the Tanjung Puting tourism destination. The data analysis technique
used in this study was interactive analysis. The results of the study found that the COVID-19 pandemic caused the tourism industry to
experience dormancy, tourism stakeholders who lost income, switched to other sectors and looked for other alternative jobs. Tourism
workers are currently doing jobs outside the tourism sector to survive, but when tourism is running normally, will return to their main jobs.
The strategy undertaken by the government is to build resilience at the meso level, focusing on tourism destinations. The findings of this
study suggest that tourism industry players are required to be creative and innovative in facing this pandemic.

Keywords: Tourist Destinations, Resilience, Adaptation, Sustainability

JEL Classification Code: L00, L83, Z32

1. Introduction Data from the Central Statistics Agency (2020) states

that the number of foreign tourist visits to Indonesia as of
The tourism sector in Indonesia until 2019 has become a July 2020 was 159,763 visitors, a decrease of 89.12% from
mainstay of the country’s foreign exchange-earners. It was July 2019 (1,468,173 visitors). Cumulatively from January
predicted that Indonesian tourism in 2020 will rank as the to July 2020, the number of foreign tourist visits to Indonesia
highest contributor to foreign exchange and producing jobs. reached 3.25 million or decreased by 64.64% compared to
However, it turned out that this could not be realized because the number of foreign tourists visiting in the same period
of the outbreak of COVID-19 in Indonesia. The tourism in 2019, which was 9.18 million visits. The decline in the
sector is one of the sectors most affected by this pandemic. number of tourist arrivals has an impact on the tourism
supporting sector, such as hotels. The occupancy rate of star
classified hotel rooms in Indonesia, in July 2020, reached an
First Author. Department Chair, Travel Industry Management, School
1 average of 28.07% or decreased by 28.66 points compared to
of Hospitality & Tourism, Universitas Pelita Harapan, Indonesia. July 2019 (56.73%). The average length of stay for foreign
Email: yustisia.kristiana@uph.edu and domestic guests in star-classified hotels during July
Corresponding Author. Senior Lecturer, School of Hospitality &
2

Tourism, Universitas Pelita Harapan, Indonesia [Postal Address: 2020 was recorded at 1.66 days, which is a decrease of 0.14
M.H. Thamrin Boulevard 1100, Tangerang, Banten 15811, Indonesia] points when compared to July 2019, which was 1.80 days.
Email: rudy.pramono@uph.edu This condition is not only affecting Indonesia but also
Head of Laboratory, Travel Industry Management, School of
3

Hospitality & Tourism, Universitas Pelita Harapan, Indonesia.

throughout the world. In dealing with these conditions,
Email: reagan.brian@uph.edu according to the World Travel & Tourism Council (2020), by
comparing the previous and current crisis experiences caused
© Copyright: The Author(s)
This is an Open Access article distributed under the terms of the Creative Commons Attribution by COVID-19, a synergy between tourism stakeholders is
Non-Commercial License (https://creativecommons.org/licenses/by-nc/4.0/) which permits
unrestricted non-commercial use, distribution, and reproduction in any medium, provided the
required. The crisis is an opportunity to rethink tourism for
original work is properly cited. the future. Governments need to consider the longer-term
 Yustisia KRISTIANA, Rudy PRAMONO, Reagan BRIAN /
214 Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223

implications of the crisis while capitalizing on digitalization, Tourism destinations should increase their resilience
supporting and promoting the structural transformation to exogenous shocks and endogenous changes, which is
needed to build a stronger, more sustainable, and resilient a fundamental component of sustainability through the
tourism economy. Managing tourism as a system that is dynamics of resilience. From this perspective it is necessary
affected by shocks, requires resilience thinking (Walker to have adaptability (Folke et al., 2005), the opportunity to
& Salt, 2006). This includes the qualities of persistence, change (Carpenter et al., 2001), healthy social and natural
adaptability, and transformation, which are dynamics to capital (Walker & Salt, 2012), strong social networks (Olsson
strengthen the system’s ability to remain relatively stable et al., 2006), the enthusiasm of local leadership (Mitchell
(Folke et al., 2010). The combination of adaptability, and & Reid, 2001), economic potential through diversification
innovation increases system capacity in the face of internal (Adger, 2000), and governance conditions (Christensen
shocks such as social inequality, political turmoil, and et al., 1996). A sustainable tourism approach needs to be
external drivers for instance shifts in the global economic accompanied by a tourism resilience approach as a way of
storm (Smit & Wandel, 2006; Hahn & Nykvist, 2017). balancing conservation and development (Cheer & Lew,
Tourism destinations behave as dynamic evolving complex 2017). Sustainable tourism drives destinations to prepare
systems (Baggio, 2008; Schianetz & Kavanagh, 2008). When to face many and different potential crises for a variety
viewed from the perspective of the system (Meadows, 2008) of reasons. In terms of sustainable tourism destination
it is in accordance with the resilience of thinking to measure management, participation from tourism stakeholders is
the sustainability of tourism destinations. Sustainability is required. Tourism stakeholders play a role in the vulnerability
broadly defined as the capacity of a system to have adaptive and resilience of a destination (Calgaro et al., 2014a, 2014b).
capabilities that support opportunities and innovation This emphasizes the importance of tourism stakeholders in
(Holling et al., 2002). achieving sustainability (Waligo et al., 2015).
Sustainable tourism is considered the most important Programs are developed by both the central and local
aspect for the development of the post-pandemic tourism governments to address the affected tourism workers,
sector. The tourism trend will experience a shift, and demand namely, the Pre-Employment Card Program (Prakerja), the
for quality eco-tourism destinations will continue to grow Ready-to-Eat Groceries Program (Balasa), Tanjung Puting
as urban congestion, pollution, crowding, and concern for Tourism Destination Rebound Program, Social Assistance
the natural environment all increase. Ecotourism is a form Programs, as well as Training Programs. The programs
of sustainable nature-based tourism, focuses primarily on that have been initiated and developed are expected to
experience and learning about nature, landscapes, flora and increase the resilience of tourism stakeholders to survive
fauna and their habitats, as well as the culture of the region crisis conditions. It is not yet known when the COVID-19
(Dowling, 1997; Fennell, 1999). The leading eco-tourism pandemic will end; hence, tourism stakeholders in Tanjung
destination in Indonesia is Tanjung Puting National Park. It Puting tourism destination are required to be adaptive.
is included in the National Tourism Strategic Area (KSPN) in Research that describes building the resilience of tourism
Kotawaringin Barat Regency, Central Kalimantan Province. stakeholders after a non-natural disaster such as the current
The tourism sector has become a leading sector in COVID-19 pandemic is not yet available. This research
Kotawaringin Barat Regency and is this is evident in the will describe the changes in the tourism industry that have
increase in the number of tourist arrivals. The number of occurred due to COVID-19. Furthermore, this research
tourist arrivals in 2016 was 15.091 million visits, in 2017 explains the adaptation strategies of the tourism industry
it was 25.148 million visits, in 2018 reached up to 29.283 players to maintain the resilience of Tanjung Puting tourism
million visits, and in 2019 was slightly decreased to destination during the COVID-19 pandemic. This research
25.489 million visits. The COVID-19 pandemic has a major will also explain the government’s strategy in supporting
impact on the tourism sector in Kotawaringin Barat Regency. tourism industry players to maintain the continuity of
Since March 18, 2020, Tanjung Puting National Park, which Tanjung Puting tourism destination during the COVID-19
is a major tourist attraction, has been temporarily closed pandemic.
by the local government and national park authorities.
This shutdown raised a systemic impact because people 2.  Literature Review
who relied on their livelihoods from the tourism sector
lost their jobs. Based on data from the Kotawaringin Barat 2.1.  Sustainable Tourism
Regency Tourism Office, it was recorded that 112 tourists’
boat (kelotok) owners, 191 tourist boat drivers, 14 tourist According to Swarbrooke (1999), sustainable tourism
speedboat motorists, 165 tourist guides, 96 tourist cooks, and development can be divided into three, namely, environmental,
25 local tour operators were affected. economic, and social. The environmental dimension
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Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223 215

consists of nature, agriculture, and community development. In the literature, tourism resilience is primarily considered
Economic dimension includes new funds invested in local to improve sustainability after an ecological or environmental
communities and profits local businesses derive from tourism disaster and offer alternatives to sustainable development
activities. The social dimension encompasses the interaction (Lew, 2014; Dahles & Susilowati, 2015). Meanwhile,
between visitors and the community. Byrd and Gustke (2007) sustainable development aims to anticipate shocks in certain
explained that the tourism stakeholders should first assess fields, while resilience provides solutions to shocks that lead to
the extent of knowledge about the principles of sustainable losses (Hallegatte, 2014). Cooper (2016) stated that resilience
tourism development before supporting it. is a successful adaptation in the face of risk or difficulty.
Prosser and Cater (1994), Nguyen (2020), and Lee and
Kwag (2013) highlighted four strengths of social change that 2.3. Adaptation
drive sustainability in tourism, namely, dissatisfaction with
existing products, environmental awareness and cultural Adaptation indicates the process by which individuals
sensitivity, efforts from tourism destinations to the scarcity of and communities create and implement decisions about the
their resources, and changes in the attitudes of tour operators. use of adaptive capacity to manage the risk of perceived or
Sustainability is widely seen as a ‘vehicle’ to overcome the projected changes (Eakin & Luers, 2006; Füssel, 2007; Smit
negative effects of tourism and to survive in the long term. & Pilifosova, 2001). Psychological studies of adaptation focus
This is supported by Bramwell and Lane (1993) who saw on how people respond to stressors (Lazarus & Folkman,
this as a positive approach to reducing the friction created 1984). The Adaptation Level Theory (Helson, 1948), states
by the complex interactions between the tourism industry, that an individual’s basis of the judgment of a stimulus is
tourists, the environment, and local communities so that the based on their prior experiences as well as their recollections
capacity and long-term quality of both natural and human of how they perceived similar stimuli in the past. Wohlwill
resources can be maintained. Cater (1993) and Lemy et al. (1974) mentioned human’s response to stimulation as
(2019) identified three key objectives of sustainable tourism adaptation, whereas confirmation of stimulation to individual
(1) to meet the needs of local communities to improve circumstances is an adjustment. Everyone has a certain
living standards, both in the short term and long term; level of adaptation to specific stimulation or environmental
(2) to fulfilling tourist demand; and (3) to safeguard the conditions. The reaction of people to their environment
natural environment to achieve the two previous goals. depends on the degree of adaptation of the person concerned.
There are three categories of stimulation benchmarked in
2.2. Resilience relation to the environment and behavior, physical stimulation
that stimulates the senses (sound, light, and temperature),
Resilience is the ability of a system to absorb distractions social stimulation, and movement stimulation.
and learn to adapt when there is turmoil to grow and become Adaptation strategy is defined as a pattern of behavior
more dynamic (Holling, 1973, 1996). Resilience is the or actions being planned by humans to meet the minimum
ability to withstand adversity and bounce back from difficult requirements needed and to solve the problems faced (Putra,
life events (Orchiston et al., 2016). Tugade and Fredrickson 2003). The adaptation strategy according to Suharto (2009)
(2004) stated that resilience is the ability to effectively are basically coping strategies. In general, coping strategies
adapt and overcome difficult conditions. Masten (2001) can be defined as a person’s ability to implement a set of
revealed that business resilience is a business-wide term that methods to overcome various problems that surround his/her
comprises crisis management and business continuity and life. Adaptation strategy is an attempt, or a premeditated act
that represents the ability of organizations to rapidly adapt committed by individuals or groups to be able to tackle the
and respond to all types of risks. Resilience is a defense problems faced by the circumstances surrounding the physical
mechanism that enables individuals to develop in the face of environment with the aim of meeting the needs and achieve
adversity (Davydov et al., 2010). the expected goals. According to Lazarus and Folkman (1984),
Resilience is needed at all levels, the micro, meso, there are two types of coping strategies, defined as emotional-
and macro. Resilience at the micro-level is associated focused and problem-focused. Emotional-focused coping
with human resilience. Meso resilience is the resilience emphasizes efforts to reduce negative emotions when facing
of the organization to understand its process at different problems or pressure. While problem-focused coping is more
levels. Macro resilience (societal resilience) focuses on about taking action to solve problems or seeking information
policymaking with the aim of developing a resilient society. that is useful in problem-solving.
The foundations of a strong society are individuals, families,
and communities. In consequence, motivating a personal 2.4.  Structural-Functional Theory
desire among individuals to make investments in self-
preparedness is a major challenge for future public leadership The AGIL paradigm is a scheme created by American
(Lindberg & Sundelius, 2013). sociologist (1970) in the 1950s. It is a systematic depiction
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216 Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223

of certain societal functions, which every society must potential of employees can be increased through developing
meet to be able to maintain stable social life (Ritzer, 2011), resilience capacity.
namely, adaptation, goal attainment, integration, dan latency. The resilience of a tourism destination is the ability of
To survive, the system has to carry out four functions: the stakeholders to accept shocks, which rely on planning,
(i) Adaptation, or the capacity of society to interact with anticipation, and responsiveness. It is both a process of
the environment. This includes, among other things, decentralization and collective response (Fabry & Zeghni,
gathering resources and producing commodities for social 2019). Setiawan et al. (2017) designated that social resilience
redistribution (ii) Goal Attainment, or the capability to set will increase in communities that are able to access flexible
goals for the future and make decisions accordingly. Political social networks.
resolutions and societal objectives are part of this necessity
(iii) Integration, or the harmonization of the entire society 3.  Research Methods and Materials
is a demand that the values and norms of society are solid
and sufficiently convergent. This requires, for example, The method used is a qualitative approach, and a case
the religious system to be fairly consistent, and even on a study research. The case study research was chosen because
more basic level, a common language and (iv) Latency, or there is a relationship between programs developed to deal
latent pattern maintenance, challenges society to maintain with the impact of the pandemic and the resilience of tourism
the integrative elements of the integration requirement stakeholders to develop tourism with a sustainable approach.
above. This means institutions like family and school, This research location is situated in Kotawaringin Barat
which mediate belief systems and values between an older Regency, Central Kalimantan Province.
generation and its successor The data collected is primary data and secondary data. In
The four functions of AGIL break into external and collecting primary data, researchers used in-depth interviews.
internal problems, and further into instrumental and In-depth interviews conducted in this study are semi-structured,
consummatory problems. External problems include the use where the interviews to be conducted are directed through
of natural resources and making decisions to achieve goals, guidelines that have been prepared. The points discussed in
whereas keeping the community integrated and maintaining the interview are about sustainable tourism, the impact of
the common values and practices over succeeding the pandemic, post-pandemic resilience, and programs to
generations are considered internal problems. Furthermore, manage because of the impacts of the pandemic. Secondary
goal attainment and the integral function belong to the data collection is obtained through published documents or
consummatory aspect of the systems. information related to the Tanjung Puting tourism destination.
Parson’s work is based on his four action systems, Social The data sources were selected using the purposive
system, Cultural system, Personality system, and Behavioral sampling method. This technique is used to facilitate
organism. Parson designed his AGIL scheme to be used at researchers in selecting informants by classifying job
all levels in his theoretical system. The behavioral organism descriptions and their respective roles in contributing to tourism
is the action system that handles the adaptation function activities in Kotawaringin Barat Regency. This study involves
by adjusting to and transforming the external world. The seven informants consisting of two people representing local
personality system performs the goal-attainment functions governments, three people representing tourism professional
by defining system goals and mobilizing resources to attain associations, and two tourism business owners.
them. The social system copes with the integration function The data analysis technique used in this research is
by controlling its parts. Finally, the cultural system performs interactive analysis according to Miles and Huberman
the latency function by providing actors with the norms and (1984), consists of (1) data collection; (2) data reduction;
values that motivate them for action. (3) data presentation; and (4) drawing conclusions. In
qualitative research, the validity used is data triangulation
2.5.  Previous Research Findings which utilizes something else beyond data for checking
purposes or as a comparison to the data (Moleong, 2017).
Shalih et al. (2019) conducted a study to assess disaster
resilience in tourism areas with a case study in Pandeglang 4.  Results and Discussion
Regency after the 2018 Sunda Strait tsunami. The results
indicated that self-reliance and resilience of communities 4.1. Tourism Industry Changes Due to COVID-19
became the main indicator of the resilience of a region in Tanjung Puting Tourism Destination
against the threat of disaster. In the context of sustainable
tourism management, disaster resilience is one of the main As a leading tourist attraction, Tanjung Puting National
keys. Dewi and Syarifah (2018) research results on tourism Park significantly contributes to the economic turnover that
industry employees in Bali suggested that the innovative has an impact on the prosperity of the community. When
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Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223 217

viewed from the tourism life cycle, Tanjung Puting destination COVID-19 has generated hibernation in the tourism
is at the development stage. The development stage is where industry, tourism workers have lost income, switching to
the host country starts to develop and advertise the area. The other occupations, and seeking other forms of employment.
area becomes recognized as a tourist destination. (Butler, During this pandemic, jobs in the tourism sector, such
1980). Developed tourism activities have a control function as tour boat rents, tour operators, and tour guide services,
for Tanjung Puting National Park, thus ensuring a sustainable have been temporarily ceased. Saptuyah, chairman of
economy. Sustainability is widely seen as a ‘vehicle’ to tourism professional association A stated that “There are
overcome the negative impacts of tourism and sustaining its no tourists, so there are no longer cooks on tour boats.”
viability in the long term (Prosser & Cater, 1994). Juandi, Chairman of tourism professional association B also
The implementation of the principles of sustainable supported that “In this pandemic condition, we use boats to
tourism is considered appropriate in rebuilding tourism for load fertilizer, cement, and other purposes. We also do odd
the long term so that the community will gain the benefits for jobs such as construction workers and others.” This shows
a longer period, and as a guarantee that tourism is conducted that the impact of the pandemic on the tourism sector in the
in line with the principles of economic and environmental Kotawaringin Barat Regency has been enormous.
sustainability. Effectively managed tourism has resulted in This temporary suspension of the tourism sector had also
both economic growth and reducing negative impacts on the affected the supporting sectors, such as the accommodations,
environment (Lee & Kwag, 2013). It raises awareness about transportation, performances, arts and culture, souvenir,
the needs and issues in our environment. It makes efficient and culinary industries. The COVID-19 outbreak caused
use of our natural resources. It promotes the development of an economic crisis in both the short- and medium- term,
new businesses in the tourism sector. It economically revives and tourism is one of the sectors most affected in terms of
rural areas in places where tourism takes place. Bramwell and income and employment (Del Rio-Chanona et al., 2020;
Lane (1993) saw sustainable tourism as a positive approach Fana et al., 2020). The World Travel & Tourism Council
to reducing the friction created by the complex interactions (WTTC) estimates that the impact of the global economy
between the tourism industry, tourists, the environment, and on the tourism industry will be more than five times greater
local communities so that the capacity and long-term quality compared to the impact of the global financial crisis in 2008
of natural and human resources can be sustained. (World Travel & Tourism Council, 2020).
Tanjung Puting tourism destination always strives to Although tourism activities currently have not returned to
apply the principles of sustainable tourism. The benefits normal, what must remain is the resilience of tourism industry
of implementing the principles of sustainable tourism stakeholders against this pandemic. Cooper (2016) stated that
include good destination management, emerging of cultural resilience is a successful adaptation in facing risks or difficulties.
art groups, providing economic benefits, and increasing The main factors of resilience are adaptation and innovation.
public awareness of environmental conservation to reduce The innovation and creativity in Tanjung Puting tourism
destructive activities. The implementation of sustainable destinations are supported by information technology. The
tourism principles needs to be followed up. The principle Tanjung Puting National Park Office developed an information
of the carrying capacity of the environment must always be system called SITANPAN. This system is Web- and android-
considered, which implies, managing the numbers of tourist based. The information, usability, mobility, and empathy of
visits and tourist activities in line to acceptable limits both the tourism information system had a significant effect on
from the natural and socio-cultural perspective (Kristiana satisfaction (Cho, 2019). Resilience is an important concept for
& Mulyono, 2016). This can strengthen the identity of the tourism organizations, communities, and tourism destinations.
Tanjung Puting tourism destination as a leading destination, Consequently, tourism industry players are required to establish
not only in Kalimantan but also in Indonesia. creative and innovative tourism businesses and products that
The COVID-19 pandemic impacted almost all sectors and are sustainable and able to maintain their attractiveness.
the tourism sector is the most affected. The tourism situation
in Kotawaringin Barat Regency too has been badly affected 4.2. Adaptation Strategy of Tourism Industry
due to the Covid-19 pandemic, especially with the shutdown
of Tanjung Puting National Park. Yomie, the owner of Stakeholders to Maintain Resilience and
tourism business A, illustrates this situation as “Tourism in Sustainability of Tanjung Puting Tourism
the Tanjung Puting destination is totally crippled due to the Destination in the Time of COVID-19
absence of tourist visits. People who depend on the tourism Pandemic
sector have lost jobs and are looking for other alternative
jobs, this has brought negative impacts on the community’s Tanjung Puting National Park has been closed since
economy.” March 18, 2020. Michael, the owner of tourism business
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218 Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223

B, stated that“Tourism actors who have skills in other fields is supported by Yohanes, secretary of tourism professional
(academic, creative, other expertise) are relatively more association C, who stated that “Resilience will be very
able to adapt to several occupations. Meanwhile, those who important to get through the COVID-19 pandemic.” This
do not have other skills outside their main job tend to have implementation will form a destination image, in which
no choice but to work based on physical activities. When Tanjung Puting will be a tough destination, able to adapt,
tourism is getting back into normal, will return to work in creating values, and revive from challenging conditions.
the tourism sector.” This may deliver impacts on tourist visits which in turn can
Attitudes that must be encouraged in carrying out generate interest in visiting repetitions”. Kang et al. (2019)
post-pandemic tourism activities include obedience and stated that the level of revisit is increased by increasing the
discipline to regulations and health protocols, positive minds, elements of experience value.
enthusiasm, and toughness. It is believed that this can develop Tourism workers are optimistic that tourism activities
resilience. Resilience means the ability to recover quickly in Tanjung Puting destination will rebound and projected to
from difficulties, to spring back, or recover from misfortune be able to become one of the leading tourism destinations in
or disaster (Orchiston et al., 2016). Masten (2001) revealed Indonesia, considering that Tanjung Puting National Park is
that resilience is a concept related to the pattern of positive gradually reopening to welcome visitors again. Tourism is
adaptation on an individual’s ability to overcome adversities. believed to be getting better by encouraging local tourism,
Resilience is a defense mechanism that allows individuals to as well as implementing new normal adaptations. In line
thrive in the face of adversity (Davydov et al., 2010). with the statement of the International Labour Organization
Projected post-pandemic tourism activities will be (2020) claims that domestic tourism will recover faster
closely related to restoring trust to both the public and when compared to international tourism.
potential tourists, so it requires strong commitments from
all tourism stakeholders to support each other and stick 4.3. Government Strategy in Supporting Tourism
to regulations. Trust is related to integrity, reliability, and Industry Players to Maintain the Continuity
competence (Wang et al., 2015). Lau and Lee (1999) stated of Tanjung Puting Tourism Destination
that trust is a person’s willingness to rely on other parties Through the COVID-19 Pandemic
with certain consequences. Trust can be gained if tourists
expect and believe that the deeds of service providers would The central government’s strategy in dealing with
bring positive impacts for the tourists themselves. the impact of the pandemic includes developing a Pre-
Tourism stakeholders engage an important role because Employment Card Program. It is designed as a training
the resilience of a tourist destination is a manifestation of fee assistance program and incentives for workers, job
the ability of tourism stakeholders to accept shocks, by seekers, micro and small business owners who have lost
relying on planning, anticipation, and responsiveness (Fabry their jobs and/or experienced a decrease in purchasing
& Zeghni, 2019; Lemy et al., 2020). The local government power due to the COVID-19 pandemic. This program
and Tanjung Puting National Park authorities decided to start is also used by the workers of the tourism sector. The
tourism reactivation by October 6, 2020. On October 8, 2020, Ministry of Tourism and Creative Economy provides
it received tourists at one location, Camp Tanjung Harapan, social protection programs such as the Ready-to-Eat
booked through an online reservation system, limited by Groceries Program (Balasa) and Tanjung Puting Tourism
a 30% quota of visitor capacity, and implementing health Destination Rebound Program.
protocols. Efan, a staff of local government A, said that “If At the regional level, the Central Kalimantan Provincial
the visiting condition progressively returns to normal, there Government through the Regional Government Budget
won’t be no problem to evaluate the improvements, not only (APBD) I, granted social incentives or stimulus to tourism
about the number of opening sites but also the capacity. Future workers. Kotawaringin Barat Regency Government also
development will be carried out in strict accordance with provided a social assistance program funded from the
regulations that follow health protocols. By the reopening Regional Government Budget (APBD) II by distributing food
of Tanjung Puting National Park for tourism activities, it is supply for tourism workers, issued certificates to businesses
hoped that tourism workers can gradually return to work that demonstrated safe practices to protect against COVID-19
in the tourism sector. Self-resilience is needed in facing a infection, and convincing the central government for tourism
pandemic as the ability to adapt in various circumstances reactivation to drive local economy operations. This is
becomes the key through dynamic conditions.” supported by Michael, owner of tourism business B, who
Resilience implemented in tourism is the ability of stated that “The regional government is also being proactive
social, economic, or ecological systems to recover from to reassure the Central Government to be able to reopen
adverse conditions (Tyrrell & Johnston, 2008). Resilience the tourism sector so that the economic activity involving
aims to provide solutions to shocks that lead to losses. This the tourism industry can resume.” Training programs
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Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223 219

have also been encouraged by the Tourism Department of In the adaptation function, the system must address
Kotawaringin Barat Regency for tourism workers, including situational needs that come from outside, the system must
tourism destination management training, tourist guide adapt to the environment, and adapt the environment to
training, homestay management training, conducting online its needs. In the adaptation process, all stakeholders study
business development, and provide marketing support. the conditions that have occurred due to the impact of the
The local government as the stakeholder who has high COVID-19 pandemic. During this pandemic, the community
interest and influence, especially in tourism activities must be able and accustomed to applying health protocols in
of the region, needs to continue cooperating to generate their daily life and then in the tourism sector. The results of
good performance. The local government may also use a research by Kristiana et al. (2020) had implications for tourism
variety of influential strategies and formulating decisions destinations to improve products and services that prioritize
by considering priorities. The strategy undertaken by the cleanliness, health, and safety factors. Pandemic conditions
government to develop resilience is at the meso level, which have led to requirements of a guarantee of a healthy situation
focuses on tourist destinations that emphasize taking action for tourists when they can travel again. In the tourism sector,
to solve problems or seek useful information in problem- health protocols based on CHSE (Cleanliness, Health,
solving (Lazarus & Folkman, 1984). Wahyudi, head of Safety, and Environmental Sustainability) were formulated.
local government B, explains that “Local government The achievement of goals is in which the system must
support is in line with central government policies. Tourism define and achieve its main objectives. The goals must be
reactivation in Kotawaringin Barat Regency has started on related to common interests and not personal or group interests.
August 1, 2020. Tourism business owners and destination The new normal adaptations targeted at reducing COVID-19
managements that have validated in implementing health cases and the consistency of the community to jointly comply
protocols are given a COVID-19 safety certificate, so that with and adhere to health protocols indicate that awareness is
consumers may have a higher level of trust in their products emerging to achieve common goals to be achieved.
and services.” With this awareness, tourism in Tanjung Puting
Business strategy can be understood as the course of destination can immediately rebound. The integration
action or set of decisions that assist the entrepreneurs in function is that the components in the system must interact,
achieving specific business objectives (Guth & Tagiuri, and the system must regulate the connection between parts
1965). Strategy formulation is an activity to design or create that formed the components. Integration must have the
a future. Osborne and Gaebler (1992) stated that the strength ability to enable all tourism stakeholders to work together
of government organizations that are driven by vision and and avoid potential conflicts that may arise. The interactions
mission is better than those driven by formal rules. Therefore, that happen in Tanjung Puting tourism destination are when
it is very important to develop a strategy to dealing with the communicating the impact of the pandemic that has occurred.
COVID-19 pandemic to prevent the possible spread and to Tourism stakeholders in Tanjung Puting tourism destination
save the economy. have agreed to refuse to spread stories about the suffering of
However, the existing government strategy is still tourist workers due to the pandemic. This is considered not
considered to be lesser optimal in supporting tourism the right way to restore the image of the destination.
industry stakeholders during the COVID-19 pandemic. In the latency function (maintenance of patterns), the
People are personally more active in adapting and responding system must complement, maintain, and renew individual
to solutions during a pandemic. It needs improvements from motivations and cultural patterns that create and maintain
the government, especially the regional government so that it those motivations. Latency points to the needs of tourism
can support the resilience of tourism destinations. stakeholders to maintain values that exist in their social
environment. In this function, all the stages carried out in the
4.4.  Structural-Functional Theory new normal adaptation will undergo an evaluation process.
Education and socialization must continue to be able to
The Structural-Functional theory introduced by Talcott encourage confidence to tourists to reconsider traveling
Parsons is a theory that understands society exists in a social to Tanjung Puting destination. Maintenance of patterns is
system (Ritzer, 2011). In this context, Tanjung Puting tourism needed to reduce the infection rate of COVID-19 so that
destination is unitary of a social system, which requires the tourism can start to revive, and economic activities may
involvement of all tourism stakeholders. In building the resume. This must be done to achieve functional tourism
resilience of nature-based tourism destinations, stakeholder stakeholder functions.
involvement is the essence of maintaining long-term survival There are four components in the Parsons Action scheme,
(Pyke et al., 2018). A system must be able to perform the four the first the actor that may be associated either individually or
functions of AGIL, adaptation, goal attainment, integration, collectively. The actors of Tanjung Puting tourism destination
and latency. are collective, namely, all tourism stakeholders (Penta helix)
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220 Journal of Asian Finance, Economics and Business Vol 8 No 4 (2021) 0213–0223

alternative occupations. Albeit tourism activities currently

have not yet returned to normal, what must remain is the
resilience of tourism industry players to adapt to changes
and facing this pandemic. Besides, tourism industry
players are required to be creative and innovative. Tourism
industry players are adapted to maintain the resilience of
Tanjung Puting tourism destination during the COVID-19
pandemic. Tourism workers who have skills in other
fields are relatively better adjusted to several occupations.
Meanwhile, those who do not have other skills outside their
main job tend to have no choice but to work with physical
activities. Many tourism workers are currently doing jobs
outside the tourism sector to survive the situation, but when
tourism is running back to normal, they shall return to their
main jobs. The strategy undertaken by the government is
to build resilience at the meso level, is focusing on tourism
destinations by providing social assistance and developing
various programs to equip tourism industry players to be
ready to receive tourist visits.
Figure 1: Research Findings Model Future research can be carried out in different types of
tourism destinations, such as cultural tourism destinations.
This is expected to provide more comprehensive
consisting of the local government, academics, business perspectives on the resilience of tourism stakeholders
owners and workers, society or community, and the media. in various types of tourist destinations. Suggestions on
The second component is the goal to be achieved, it is usually Tanjung Puting tourism destination for the tourism industry
in line with values that exist in society. The goal to achieve by players is to continue to innovate producing tourism
Tanjung Puting tourism destination is to develop the resilience products to match expectations of tourists and changes in
of the tourism industry players that generates community post-pandemic trends. The government is still considered
resilience and to revive tourism by implementing new normal far below the lines on supporting tourism industry players
adaptations. This is to create a trust for tourists in the frame during the COVID-19 pandemic. Therefore, a new strategy
of sustainable tourism. The third component is the situation: from the government is critically required to dealing with
actions to achieve this goal usually take place in situations the impacts of the COVID-19 pandemic on the tourism
that cover infrastructure and conditions. In chasing the sector.
objective, the obstacle at the beginning of the implementation
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