ABSTRACT
Hospitality organisations are impacted by the hospitality industry characteristics epitomised by instability, uncertainty, and continuous change. This chapter discusses the theoretical foundations of managing change in the hospitality industry by reviewing its drivers, the relationships between change and organisational culture, models of change process, resistance to change, and Human resources management within a changing environment. Blue-print thinking is based on the rational design and implementation of change, like in project work and scientific management. The green-print thinking change process takes time as learning cannot be forced. White-print thinking, also called chaos thinking, focuses on inspiration and flow since people and organisations change in dynamic situations and in an atmosphere where creativity and spontaneity are fostered. Organisations change because they want different business results, motivated by ambition as well as by aversion. Resistance or commitment to an organisational change is triggered by a variety of variables which define the attitude towards change.
