This paper examines how organizations in the hotel industry engage with digital transformation (DT), using a conceptual model that integrates sensemaking theory and technological frames. Through a qualitative case study in Colombia, we explore how hotels navigate ambiguity, resistance, and technological change. Findings suggest that DT success depends not only on adopting new technologies, but also on aligning organizational cognition and structures. The case study demonstrates that the theoretical model presented is applicable and valuable in practice. This dual lens offers a comprehensive roadmap for managing transformation.