Change Management during the COVID-19 Pandemic: A Case Study of a Major South African Hotels, Gaming, and Entertainment Group

Abstract

The hospitality industry comprises a broad array of service offerings such as accommodation, restaurants, bars, and entertainment (cinemas, concerts, theatres, casinos, amusement parks), among others. As a significant contributor to the tourism GDP of the South African economy, this once thriving sector experienced an unprecedented and devastating impact in 2020 due to the onset of the global pandemic (COVID-19). This paper explores a major South African gaming, hotels, and entertainment group’s (Sun International) organisational performance, with specific emphasis on its Gauteng based properties. The purpose of the research was to understand the organisational shifts in business strategies, financial planning, marketing realignments, and employee behaviour among other changes to the operational environment in enduring the effects of the pandemic. The paper adopted a qualitative research approach using a non-probability sampling technique. Data was collected from a sample of ten participants using semi-structured one-on-one interviews. The participants were chosen from various departments and comprised permanent senior management employees of Sun International. The findings showed that Sun International changed its business strategy in response to the pandemic with respect to how it treated internal staff and external guests. The group also adapted its cost management, marketing, and communication strategy. Finally, Sun International has restructured its business with resilience and sustainability in mind, to be in a better position to weather future crises.

Keywords

• hospitality
• crisis management
• tourism
• south africa
• covid-19