Relationships between innovation, information and communication technologies, socio-environmental responsibility and perception of business performance in the hotel industry.
Information and Communication Technologies, Innovation, Social and Environmental Responsibility, Business Performance, Hospitality.
Globalization, technological advances, market segmentation, socio- environmental responsibility, mergers and partnerships have transformed the way companies manage their activities, from customer service to the most advanced management strategies, which can result in competitive advantages and, consequently, in improved organizational performance. However, the new business environment has presented challenges in performance assessment, leading to measurements that consider qualitative aspects throughout the process and in line with the definition of strategies. In view of this, this study aims to analyze, from the perspective of the Balanced Scorecard Theory (BSC), the relationships between the variables capable of influencing the perception of business performance in the hotel sector, based on innovation strategies, ICTs and RSA practices. Data collection involved two different questionnaires, one open and one closed. The qualitative and exploratory phase included the participation of 5 hotels managers. In the quantitative stage, the study involved 311 managers, and the information collected was analyzed using descriptive and inferential statistical methods, using IBM SPSS software. The results of the study indicate a correlation between the implementation of Information and Communication Technologies (ICTs), Social and Environmental Responsibility (SER) practices and innovation with the perception of business performance in hotel management. With coefficients of determination R² greater than 0.500, considered satisfactory in applied social sciences, the hypotheses are robust and suggest that the Balanced Scorecard (BSC) variables - processes, customers, learning and financial - are effective indicators for measuring the impact of these practices on perceived performance. This reinforces the importance of integrating these strategic dimensions to improve competitiveness and sustainability in the hotel sector.