CHANGE MANAGEMENT IN TOURISM ORGANIZATIONS

Abstract

The article examines the peculiarities of change management in tourism organizations in Ukraine under conditions of crisis and post-crisis development. Tourism, as one of the most dynamic sectors of the global economy, faced unprecedented challenges caused first by the COVID-19 pandemic and later by the full-scale war. These shocks led to a decline in international tourist flows, significant job losses, a reduction in financial performance of hotels, restaurants, and leisure enterprises, as well as the closure of a considerable share of small and medium-sized businesses. Based on the analysis of statistical indicators for 2020–2022, the study identifies key directions of organizational transformation in the tourism sector, including adaptation of business models, diversification of services, implementation of digital solutions, and reorientation toward the domestic market. Special attention is paid to the role of internal tourism as a compensatory mechanism in the period of restrictions and as a driver of industry recovery. It is emphasized that despite the existence of well-known change management models such as Kotter’s, Lewin’s or ADKAR, their adaptation to the specific realities of the Ukrainian tourism industry remains insufficiently studied. The article highlights the necessity of overcoming staff shortages, restoring human resources, and providing institutional support for small and medium-sized businesses. Digitalization is defined as a key tool for resilience, ensuring service continuity and maintaining customer relationships during crises. Prospects for post-war recovery are linked to infrastructure modernization, the development of innovative forms of tourism, strengthening international cooperation, and positioning Ukraine as a safe and attractive destination. Thus, change management in tourism organizations is considered a strategic instrument for ensuring resilience, competitiveness, and long-term sustainable growth of the industry.