Modeling the Elements of Organizational Culture that Formulate the Design of the Internal Environment of Tourist Enterprises: A Literature Review

Abstract

The negative impact of the COVID-19 pandemic has forced tourist enterprises to adapt the design of their internal environment aiming to syndicate in the best possible way the resources that they hold to develop enterprise capabilities that will enable them to remain competitive. Based on this ascertainment, the purpose of this study is to record, model, and synthesize the most important elements of organizational culture that determines the design of the internal environment of tourist enterprises. To achieve the above objective, this study will follow the method of content analysis of the results of previous research in the fields of Organizational Culture, Organizational Structure, and Organizational Coordination. It has been found that the organizational design of the internal environment of tourist enterprises depends on Formal and Informal Organizational Coordination. The Formal and the Informal Organizational Coordination is in turn determined by seven central variables: Formalization, Standardization, Specialization, Hierarchy of authority, Complexity of Organizational Structure, Willingness of employees to participate in learning processes and Centralization. Each one of these variables is determined by a series of separate elements of the organizational culture of tourism businesses which can be expressed and studied at three layers of depth and degree of observation within an enterprise: shell, mantle, and core. The above findings are characterized by originality and scientific and practical contribution, since at an international level a corresponding attempt to record, model, and synthesize the elements of organizational culture that determine the design of the internal environment of tourist enterprises has not been identified yet.