The tourism industry has undergone rapid evolution in recent decades, although this growth was interrupted by the Covid pandemic. The sector’s recovery was largely driven by technological advances that have led and are leading to the digital transformation of the sector. Digital transformation offers numerous opportunities to enhance the tourist experience, from trip planning to the destination experience. The adoption of technologies such as virtual reality and big data makes possible to offer personalised services to tourists, optimise resource management and provide relevant information in real-time. However, to take full advantage of these opportunities, tourism organisations must be capable of adopting and making the most of these technologies. Existing literature has shown that established routines, inertia, and path dependencies of existing businesses operate as barriers to digital change. In other words, traditional knowledge structures and embedded practices and routines in organisations can hinder the implementation of disruptive change and the adoption of new technologies. Also, in the era of big data, managers often face difficulties discerning relevant information due to its overwhelming volume, potential biases, misleading nature and misinformation. This complexity can make difficult to accurately identify crucial information for specific purposes. Based on the above, we argue that unlearning practices can help stakeholders in the tourism industry become aware of the knowledge structures, processes, and practices that create value. Likewise, it supports identifying and rectifying habits that hinder the recognition of these value-generating assets, facilitating a process of organisational relearning. Despite the influence of unlearning in the digital transformation of other sectors, no studies have analysed the role of unlearning in the digital transformation of the tourism sector. In this study, we discuss the role of unlearning in this sector and, theoretically, the need to update the existing scales. We base this need on the importance of giving a dynamic perspective. We also argue that studies on organisational unlearning should also address tourists’ capacity to adapt to digital changes imposed by companies as digital development is transforming how tourism destinations are conceived and managed, as well as the expectations and behaviours of travellers. In a nutshell, we believe that the development of the dynamic capability of organisations to unlearn may hold significant potential for their digital transformation.