Abstract
The dynamic interplay between organizational behavior and cultural transformation is paramount in the ever-evolving landscape of hospitality leadership. As the hospitality industry adapts to post-pandemic shifts, executives grapple with managing successful companies while ensuring effective employee engagement. While profitability surged for many, managing employees remains a complex challenge. Cultivating a thriving culture is a critical solution. Toxic cultures incur tangible and intangible costs, impacting revenues, employee retention, and productivity. The pandemic has underscored the urgency of cultural alignment, prompting leaders to rethink behavior patterns. Engaging leaders across hierarchies as "chief culture officers" promotes accountability, openness, alignment, and leverage, fostering a holistic cultural shift that aligns with strategic imperatives. This evolution empowers leaders to navigate change, driving performance, adaptability, inclusion, and customer centricity, which is pivotal for hospitality's future success.
Keywords
collective culture, behavioral patterns, uncertainty
ORCID Identifiers
Peter Bheda - https://orcid.org/0009-0006-4500-0866
DOI
10.5038/2771-5957.2.2.1030
Recommended Citation
Bheda, P. (2023). Adapting to a renewed collective culture through a change in organizational behavior. Journal of Global Hospitality and Tourism, 2(2), 207-210. https://www.doi.org/10.5038/2771-5957.2.2.1030
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License
Included in
Business Administration, Management, and Operations Commons, Hospitality Administration and Management Commons, Organization Development Commons, Tourism and Travel Commons
