Abstract
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizational change in a digital transformation context. Although employees generally support digital transformation, our findings show that their perceptions change over time across a range of specific challenges experienced during the employee change journey. Our findings stress the importance of adopting a social exchange lens in digital transformation knowledge as this represents deep structure change that might cause well-designed transformation processes to fail. Implications for hospitality and tourism management are discussed
| Original language | English |
|---|---|
| Pages (from-to) | 803-820 |
| Number of pages | 18 |
| Journal | Journal of Hospitality and Tourism Research |
| Volume | 48 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 2024 |
Funding
The authors disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research is part of a PhD trajectory that is financially supported by Breda University of Applied Sciences, Reiswerk and CELTH (Centre of Expertise Leisure, Tourism, Hospitality).
| Funders | Funder number |
|---|---|
| CELTH | |
| Centre of Expertise Leisure | |
| Reiswerk | |
| Laurea University of Applied Sciences |
Keywords
- organizational change
- Technological change
- sense making
- change recipient
- change experience
- Qualitative
