Abstract

The recent consecutive financial, immigration, and health crises, the war in Ukraine and the Middle East and the advent of artificial intelligence have forced the business environment in which all types of businesses operate to evolve from VUCA: Volatile, Uncertain, Complex, Ambiguous to BANI: Brittle, Anxious, Non-Linear, Incomprehensible (Grant, 2023). For hotel businesses in particular, this development results in an increase in operating costs, the strengthening of the difficulty of retaining talent and finding new ones, the deterioration of labour relations and others (Stavrinoudis et al., 2022). To effectively respond to the impact of the VUCA to BANI evolution, hotel businesses need to adjust their operations. (Gläser, 2023). This adaptation requires human resources to learn new knowledge and skills to help hotel businesses evolve at the short-term operational and long-term strategic levels (Kakarougkas et al., 2024). This study aims to highlight elements of essential organisational learning dimensions theories (Berraies et al., 2024), which will help human resources of hotel businesses to respond to the challenges of the VUCA to BANI business environment on a short-term operational but also a long-term strategic level. To achieve this aim, the present study, through content analysis (Lindgren et al., 2020), will initially present the central features of the VUCA to BANI evolution and record, model and synthesise the elements that comprise the main theories of organisational learning dimensions. Then, it will highlight operational and strategic policies that hotel business management should follow to help human resources respond to the challenges of the VUCA to BANI evolution. The results of this study present original and valuable scientific and practical insights since a corresponding attempt to record, model and synthesize the elements of essential theories of organisational learning dimensions for further use in the VUCA hotel businesses environment evolving to BANI has not been identified yet.

Key References

Berraies, S., Bchini, B., & Houaneb, A. (2024). Employees' empowerment and ambidextrous innovation: knowledge sharing as mediator and organisational trust as moderator. European Journal of International Management, 23(4), 648-676.

Gläser, W. (2023). VUCA as a practical model: A commentary. Journal of Applied Journalism & Media Studies, 12(2), 267-275.

Grant, G. (2023) ReVisioning the Way We Work: Organizational Creative Capacity and Expanded Cultures of Care. In: Marques, J. (ed.) The Palgrave Handbook of Fulfillment, Wellness, and Personal Growth at Work. Palgrave Macmillan, Cham, Switzerland, pp. 483-496.

Kakarougkas, C., Stavrinoudis, T., & Belias, D. (2024). Motivation and Barriers for Organisational Learning in Tourism Businesses at the Threshold of a New Era: A Force Field Analysis. In D. Belias, I. Rossidis, & C. Papademetriou (Eds.) Organizational Behavior and Human Resource Management for Complex Work Environments. (pp. 242- 266). IGI Global.

Lindgren, B. M., Lundman, B., & Graneheim, U. H. (2020). Abstraction and interpretation during the qualitative content analysis process. International journal of nursing studies, 108, 103632.

Stavrinoudis, T., Kakarougkas, C., & Vitzilaiou, C. (2022). Hotel Front Line Employees’ perceptions on Leadership and Workplace Motivation in Times of Crisis. Tourism and hospitality management, 28(2), 257-276.