Managing Change and Strategic Thinking: Evidences from Hospitality and Tourism Sector of the UK

Abstract

This qualitative paper examines the strategic thinking and managing change in complex business environment in the hospitality and tourism sector of the UK through the cases of Hilton London Canary Wharf and Hilton London Tower Bridge. For the purpose of analysis, researchers explored the research phenomenon under different models including TALC model and IBTEE Model. Using convenience sampling, researchers interviewed face-to-face 12 Line Managers and 30 employees through open-ended semi-structured interview questions regarding change management process and obstacles interlinked with it. Findings revealed that although Hilton hotels have adapted changes to some extent but there is still more room for further improvement. The management of the selected hotels highly relies on the training purpose for the effective change adaption whereas coaching and research is lagging behind. The biggest constraint during effective change adaption is the diverse background of the workforce as most are from the multicultural backgrounds. Moreover, the communication, ritual, and cultural barriers are causing issues in the change process. Lastly, the recommendations are given for consolidating effective change management at workplace