MANAGING INNOVATIVE DEVELOPMENT IN THE HOTEL INDUSTRY: A COMPARATIVE ANALYSIS OF PRACTICES

Abstract

Introduction. The article examines the management of innovative development in the hotel business under the conditions of digital transformation, changing consumer expectations, tourism recovery, and crisis challenges in the Ukrainian market. The relevance of the study is determined by the fact that innovations have become a necessary condition for improving service quality, business process efficiency, competitiveness, and resilience of hotel enterprises, especially in the context of military risks, unstable demand, staff losses, and energy constraints. Purpose. The purpose of the article is to study the theoretical and practical foundations of managing innovative development in hotel business enterprises and to determine the directions for adapting global experience to the operating conditions of Ukrainian hotels based on a comparative analysis of international and domestic practices. Materials and methods. The study applies a systematic approach, as well as methods of analysis and synthesis, comparative analysis, content analysis, and generalization. These methods made it possible to consider innovative development as an integrated management process, compare the practices of global and Ukrainian hotels, process scientific, statistical, industry-related, and analytical sources, and formulate recommendations for the adaptive implementation of innovations. Results. The study substantiates that innovations in hospitality include not only digital technologies, but also service, organizational, marketing, environmental, human resource, and safety-related solutions. It is determined that global hotel chains mainly focus on digital ecosystems, personalization of customer experience, mobile check-in, digital keys, CRM systems, artificial intelligence, automated revenue management, loyalty programs, and sustainable practices. Ukrainian hotels, in contrast, operate under limited resources and increased risks; therefore, their priorities include guest safety, energy independence, backup Internet access, flexible pricing, online sales, adaptation to domestic demand, and operational resilience. The article proves that direct transfer of global experience to Ukrainian conditions is inappropriate. An adaptive approach to managing innovative development in Ukrainian hotels is proposed. It involves diagnosing enterprise problems, selecting priority innovations, pilot implementation, evaluating effectiveness, and scaling successful solutions. Prospects. Further research should focus on assessing the innovation activity of Ukrainian hotels in different regions, determining the effectiveness of digital, safety, and energy solutions, and analyzing the role of artificial intelligence, automation, and sustainable development in the post-war recovery of Ukraine’s hotel business.