STRATEGIC AND ORGANIZATIONAL SUPPORT FOR THE INNOVATIVE DEVELOPMENT OF HOTEL ENTERPRISES: FINANCIAL, ECONOMIC, AND MANAGERIAL DIMENSIONS

Abstract

Abstract. The article examines the theoretical and applied foundations of strategic and organizational support for the innovative development of hotel enterprises under conditions of digital transformation, intensifying competition in the hospitality market, changing consumer behavior, and the growing importance of resilient management models. It is substantiated that innovative development in the contemporary hotel business should be interpreted not as a set of isolated technological, service, or marketing novelties, but as an integrated managerial process combining financial, economic, organizational, and strategic instruments. The study determines that the effectiveness of innovative change depends on the ability of an enterprise to embed innovation into everyday management, ensure coordination between departments, establish managerial responsibility for innovation, apply a system of performance indicators, conduct internal monitoring and service competences among staff. The paper systematizes the key directions for improving the mechanism of innovative development of hotel enterprises, including the formation of a dedicated innovation budget, differentiation between capital and operating expenditures, staged financing, the use of PMS, CRM, and BI solutions, the implementation of innovation KPIs, the development of an innovation culture, the integration of risk management, and the alignment of innovation policy with the overall development strategy of the enterprise. It generalizes the step-by-step logic of implementing innovative managerial decisions, covering diagnostic, planning, financial-resource, organizational-preparatory, implementation, control-analytical, and strategic stages. It has been proven that the combination of financial, digital, organizational, and strategic tools creates the prerequisites for better control over innovation costs, strengthening competitive positions, and long-term adaptability of hotel business entities. The practical significance of the results lies in the possibility of using the proposed approaches as an applied managerial toolkit for substantiating decisions on the innovative development of hotel enterprises with different levels of resource provision.