This study examines how the hotel industry leaders prepare in formulating and integrating hotel environmental volatility to align with the organizational competitive strategy. This study offers insight into the researchers to investigate the correlation between hotel environment volatility and organizational competitive strategy and provide hotel managers with more useful approaches for business performance. This study aims to investigate the components of the hotel environment volatility and organizational competitive strategy which has not been comprehensively investigated in the context of low-scale hotel level. The dimensional scale of this study was investigated with a sample of 170 low-scale hotels in the Klang Valley vicinity, Selangor, Malaysia. The respondents were those holding at least an executive-level position and a human resource management team. Two instruments that were required for the study consist of environment volatility rate and hotel competitive strategy. The results show that the overall environmental volatility of low-scale hotel environment volatility was discovered slightly stable. Furthermore, the study finds the degree of uncertainty and the degree of complexity discovered slightly high, meanwhile, the rate of growth was discovered as slightly low. The results show the hotel executives using the defender strategy as their organizational competitive strategy.
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