**4. Conclusion**

*Issues on Risk Analysis for Critical Infrastructure Protection*

from international tourism was over 1.1 billion CAD together with the decrease of employment in tourism by 2.4% ([17]; KPMG; PKF Consulting). Based on the Canadian Charter of Rights and Freedoms, Federal government has a power to act in a matter of health protection in a case of health protection of the whole country despite a fact that health care, public health lies under the jurisdiction of the provinces. Some formerly experienced problems and failings during SARS outbreak in 2004 lead to a stronger federalism in this question, which had an influence on Canadian story in pandemic fight. It might be a real problem in the second largest country in the world, but the outcome was not catastrophic and when we compare the situation in the U.S.A., Canada was able to cope the crisis situation much more efficiently. Fierlbeck commented that Canada, because of historical circumstances, really has what I would call a reasonable institutional framework for co-ordination between jurisdictions". (https://www.ctvnews.ca/health/coronavirus/compared-tou-s-canada-s-covid-19-response-a-case-study-in-political-civility-1.4895357). The success lesson could be taught from Slovakia in the 1st wave of COVID-19 situation, where mostly several key factors played the most important role, the quick introduction of protective rules, which were especially rooted in wearing protective masks and gloves. The strict rules were implemented in order to protect citizens as for instance a penalty of breaking a quarantine order. Slovakia belonged to the first countries in the world (second after the Czech Republic in Europe) to order face masks to become mandatory inside buildings (stores, schools, etc.) and in public spaces. This decision was made even earlier as the World Health Organization advised people to wear masks in public. By March 13, one week after Slovakia confirmed its first coronavirus case the Slovak governmental representatives appeared in masks in front of media and demonstrated their compassion with the existing situation and the seriousness of the health care problem caused by the COVID-19 virus. The message was sent to the public: "Protect others and you'll be protected … It's not embarrassing. It helps everyone." Important decision was a nationwide lockdown. The reason might be a fear of the situation in the world, especially in Italy and Spain and a fear to cope a pandemic situation, which could be overwhelming and devastating for the Slovak healthcare system. (https:// www.theatlantic.com/international/archive/2020/05/slovakia-mask-coronavirus-

When analysing the success factors of Slovakia in a survey about the successful measures fighting against the virus of COVID-19, the most important were classified the rule of wearing face masks, gloves, especially in very frequent spaces. About 90 percent of the respondents have limited their travelling, either by public transport or by car. This had a strong consequence on tourism and travel agencies and airports experienced a strong decline of passengers (about 80%). (https://newsnow.tasr.sk/featured/

survey-over-90-of-slovaks-view-coronavirus-related-measures-as-appropriate/) Unfortunately, this is not a case of the 2nd COVID-19 wave in Slovakia, where the situation is becoming more difficult. Slovakia and Czech Republic are culturally very close countries in some aspects and at the beginning of the pandemic situation in Slovakia was second after Czech Republic to implement face masks duty after the outbreak of COVID-19 in their countries. Both countries have a democratic government, which was elected in free elections and the development in fighting the epidemic situation was at the beginning similar, despite a slightly higher numbers in Czech Republic due to the number of citizens and a proximity to western countries, which were more affected in that period of time. In the first wave of pandemic situation both countries were cases of good results. In June the situation has been improved and both countries opened the economy, schools and some travelling to safe countries was fully introduced. However, it is visible from the development in

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pandemic-success/611545/) [18].

Competitiveness of countries, which is based not only on comparative advantage, but also the competitive forces as for instance is safety and security, has tremendous impact on economy and tourism as well. The world is in continual change, which could be positive or negative. Some changes might be totally unexpected and devastating for the economy and the most dangerous are consequences for the human´s health and life, which is a case of pandemic COVID-19, which affected the whole world since January 2000. In this chapter, we tried to discuss not only managerial preparation and the existence of models of crisis and management from former crisis situations, but also preparedness of several countries to cope critical situation, the role of mass media and business culture and especially the influence of cultural differences in managerial decisions, in behavior of citizens generally and in the discussed countries. Hofstede [4] explained five dimensions of national culture, which influence a behavior of different cultures and it means also countries with people living predominantly from this cultural group. Those typical independent dimensions are: power distance; uncertainty avoidance; individualism versus collectivism; masculinity versus femininity; and long-term versus

short-term orientation. Škerlavaj et al [2] mentioned that only a few studies have applied Hofstede´s model to examine the effects of national cultural dimensions on organizational learning. For this reason, we tried to discuss if those mentioned dimensions could have an influence on the development in crisis situation in the studied countries in the 1st wave of COVID-19 (not including the 2nd wave or the period after 2nd wave with new mutations of the virus COVID-19). It is evident that for instance high power distance culture would enhance the positive effects of information interpretation, information acquisition and behavioural and cognitive changes as the important variables of organizational learning, but on the other hand the individualistic, masculine and the uncertainty avoidant culture would weaken or hinder such process. For instance, in such situation as crisis, lack of flexibility caused by the uncertainty avoidant culture could be dangerous for crisis problems solutions as well as for the organizations who are not able to learn from a failure, do not engage experimental learning and would hinder the development of the organizational learning culture. These several examples could be important for the statement that the roles of national culture could be decisive for the organizational learning culture and that different cultural dimensions influence organizational learning culture. Dimensions of national culture could have an impact on the whole process of crisis management. For this reason, the same situation cannot be totally the same in every country despite of taking similar restrictions or providing similar processes of crisis management and organizational learning. Consequently, the situation in risk environment has an impact on economy (unemployment, bankruptcies of businesses, social problems, etc.). Tourism is a part of social and business environment by its activities and goals and a destabilizing situation in the world has a really negative consequence not only on humans, countries, but also tourism businesses.
