Reflections on a double-whammy crisis among hospitality and tourism business operators of a popular tourist destination.

This study investigates the reflections of hospitality and tourism business leaders on La Palma Island, an ultra-peripheral region of Spain, following two consecutive crises: the COVID-19 pandemic and the 2021 volcanic eruption. Using semi-structured interviews with 18 owners and managers, the research identifies seven key dimensions—such as financial loss/gain, turmoil, dejection, adaptiveness, optimism, pessimism, and caution—that shape business leaders’ experiences and outlooks. The study applies the frameworks of ontological security/insecurity, which relates to individuals’ sense of stability and predictability, and the fresh start mindset, which involves the prospect of positive change despite adversity, to conceptualize how these leaders navigate disruption. Findings reveal a complex interplay of emotional, operational, and economic impacts, with some businesses adapting and expressing cautious optimism, while others face deep uncertainty and emotional distress. The research offers a theoretical framework to understand business resilience in ultra-peripheral regions facing compounded crises and highlights practical implications for community support, governance, and strategic recovery planning.