Enz, Cathy A.Taylor, Masako S.2020-09-122020-09-122002-02-015730318https://hdl.handle.net/1813/71727Hotel managers’ actions after 9–11 included modifying marketing activities, reducing employees’ hours, and either postponing capital improvements (for lack of cash flow) or accelerating planned upgrades while business is slow.en-USRequired Publisher Statement: © Cornell University. Reprinted with permission. All rights reserved.hospitality industry9/11hotel performanceterrorismrecessionlodging industryarticle