Hospitality's resilience and regenerative adaptations towards sustainability

doi:10.21203/rs.3.rs-5191314/v1

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Hospitality's resilience and regenerative adaptations towards sustainability

https://doi.org/10.21203/rs.3.rs-5191314/v1

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The South African hospitality industry faces challenges such as economic volatility, climate change, and shifting consumer preferences. To address these effectively, hotels must adopt resilience and regenerative strategies. The theoretical framework of this study includes Resilience Theory, Service-Dominant Logic (SDL), and Ecological Modernisation Theory. This qualitative study utilised semi-structured interviews with hotel managers and a literature review. Thematic coding revealed strategies like robust crisis management, income diversification, and community ties. Regenerative practices focus on waste reduction, biodiversity support, and sustainable infrastructure, aligning with Sustainable Development Goals (SDGs) 9 and 1, which address building resilient infrastructure and poverty eradication. The study highlights the need for guest education on sustainability and explores emerging technologies like AI and blockchain to enhance resilience and sustainability. This research advocates for a holistic approach to hospitality management, combining innovation, community engagement, and environmental stewardship for lasting industry change.

Hospitality

qualitative

resilience

resilience strategies

resilience theory

The hospitality industry, a vital pillar of global tourism, is facing increasingly complex challenges that endanger its sustainability. Issues such as climate change, economic instability, and social inequality necessitate a transition towards resilient and regenerative business practices (Bellato et al., 2024; Tegelberg & Griffin, 2024). Hotels, as major contributors to local and global economies, are well-positioned to lead in adopting strategies that reduce environmental impact while fostering sustainable development (He & Zaman, 2024; Elkhwesky et al., 2024). This research is built on the understanding that the hospitality sector must transcend traditional sustainability efforts by incorporating resilience and regeneration as core components of their operations (Inversini et al., 2024; Del Borghi et al., 2024).

This study focuses on the South African hospitality industry, which faces unique challenges stemming from its socio-economic context and environmental vulnerabilities (Abeba, 2024). The central research question investigates how resilience and regenerative adaptation strategies can enhance the sustainability and operational efficiency of the South African hospitality industry. The goal is to explore how hotels can strengthen their operations against various disruptions while contributing positively to environmental conservation and local community development.

This research offers significant value to multiple stakeholders. Hotel managers can gain practical insights into adopting resilience and regenerative strategies to boost sustainability and operational performance (Adongo et al., 2024; Guerra-Lombardi et al., 2024). Policymakers can leverage the findings to inform sustainable tourism initiatives (Gomes et al., 2024), while community advocates may appreciate the emphasis on social resilience and the interdependence between hotels and their communities (Persson-Fischer & Liu, 2021; Yang et al., 2021). Moreover, this research seeks to influence consumer behavior by raising awareness among guests about the importance of sustainable practices in hospitality (Clark et al., 2023).

This study critically examines the resilience and regenerative strategies necessary for hotels' sustainability, particularly within the South African context. By analyzing these strategies across multiple dimensions, such as social, water, infrastructure, economic, and energy resilience, the research offers actionable insights to improve hotel sustainability while benefiting local communities and the broader environment (Wang et al., 2024; Molina-Collado et al., 2022). This research aims to impact industry practices, support policy formulation, and contribute to the development of a more resilient and sustainable hospitality sector (Colmekcioglu et al., 2022; Bui & Wickens, 2021).

2.1 Introduction

The hospitality industry is confronted with various challenges, ranging from environmental threats to economic instability and social changes. In this context, resilience and sustainability have become critical concepts for ensuring long-term viability and success. Resilience, defined as the ability of a system or organisation to absorb shocks and continue functioning, has gained importance for hotels operating in volatile environments (Rienda, Ruiz-Fernández & Andreu, 2024). Likewise, sustainability highlights the importance of environmentally and socially responsible practices that support long-term economic stability (Wut, Xu & Wong, 2022).

2.2 Sustainability challenges and practices in South African Hotels

Water scarcity is a major issue in South Africa. Kacem (2022) notes that population growth, urbanisation, and climate instability are exerting increasing pressure on the nation's water supplies. Prolonged droughts and erratic rainfall patterns exacerbate the situation. With heavy operational water consumption common in the industry, hotels face significant challenges (Dube & Nhamo, 2020). Many hotels have adopted water conservation and management techniques to reduce dependence on municipal supplies, such as installing water-saving fixtures, recycling greywater, and harvesting rainwater (Abou Amer, Mohamad & Roosli, 2024). Collaboration between hotels, government agencies, and local communities can help to develop sustainable water management solutions, enforce regulations, and raise awareness (Sandang & Cole, 2023).

Another major issue is Eskom’s frequent power outages, known as “load shedding,” which severely impacts hotel operations (Giddy, Rogerson & Rogerson, 2022). This causes revenue losses, inconveniences guests, and leads to additional operational costs (Chiang, 2023). Implementing energy-saving strategies while relying on backup generators only worsens environmental issues (Chiwaridzo, 2023).

Pollution, waste disposal, and poor infrastructure highlight further waste management challenges (Wang, Lee & Mokhtar, 2021). Hotels reduce their environmental footprint through composting, recycling, and waste segregation (Salama & Abdelsalam, 2021). Energy and water disruptions negatively affect both guest experiences and hotel operations (Pillai, Haldorai, Seo & Kim, 2021). Aging infrastructure, poor maintenance, and a lack of investment exacerbate these problems (Luo, Huang & Wang, 2021). Investment in renewable energy systems, such as solar photovoltaic systems, and efficient technologies can reduce reliance on inconsistent public utilities (Yoon, Sauri & Rico, 2022; Abdelhady, 2023). Additionally, these initiatives can contribute to job creation, skill development, and cross-cultural exchange within local communities (Carlisle, Ivanov & Espeso-Molinero, 2023).

2.3 Resilience strategies and regenerative approaches to sustainability

South African hotels are diversifying their revenue streams to adapt to climate change, enhancing their resilience to environmental threats. Pedapalli, Gupta, and Mahajan (2022) suggest that disaster preparedness strategies, resilient infrastructure, and ecosystem-based methods can mitigate the impacts of extreme weather events. By broadening their income sources, hotels can protect themselves from potential financial instability (Loehr, Becken, Nalau & Mackey, 2022). Ecotourism activities, wellness retreats, and cultural experiences are examples of how hotels can diversify their offerings (Mafi, Pratt & Trupp, 2020).

Regenerative strategies, which go beyond traditional sustainability efforts, aim to improve and preserve the natural and social capital of local communities. This includes activities such as habitat restoration, social impact investing, and biodiversity conservation (Scheyvens & van der Watt, 2021). Some hotels integrate indigenous knowledge and traditions into their operations (Bui, Jones, Weaver & Le, 2020), and many have adopted the principles of reducing, reusing, and recycling (R&R), contributing to the growth of circular economy projects (Acampora, Preziosi, Lucchetti & Merli, 2022).

2.4 Digital transformation in South African Hospitality

Digital transformation plays a key role in refining sustainability practices, improving guest experiences, and streamlining hotel operations (González-Serrano et al., 2020). Data analytics help optimise resource consumption, reduce waste, and minimise environmental impact (Gössling, 2020). Smart energy management systems enable hotels to monitor and manage their real-time energy consumption, leading to significant cost savings (Tiwari, Rosak-Szyrocka & Żywiołek, 2022). By examining data on energy use, waste production, and guest preferences, hotels can identify inefficiencies and make more sustainable decisions (Apostolakis, Jaffry & Kourgiantakis, 2020).

Predictive analytics allow hotels to anticipate fluctuations in energy demand and adjust heating, ventilation, and air conditioning (HVAC) systems accordingly (Ben Youssef & Zeqiri, 2022). Additionally, mobile check-ins and keyless access improve operational efficiency and reduce paper and energy usage associated with traditional check-in processes (Gangwar & Reddy, 2023). Monitoring guest reviews on social media platforms enables hotels to adjust their services to meet evolving preferences, enhancing guest satisfaction and operational efficiency (Mehraliyev, Chan & Kirilenko, 2022).

2.5 Economic impacts of sustainable Hospitality

Sustainability can have significant economic benefits. While the initial financial burden of implementing sustainability initiatives may be high (Japutra & Situmorang, 2021), the long-term savings, particularly from energy-efficient technologies, can greatly improve a hotel's financial performance (Steiger et al., 2024). Sustainability initiatives can also promote local economic development and job creation (Achmad & Yulianah, 2022). By quantifying the financial returns of sustainability efforts, hotels can demonstrate their value to stakeholders and attract further investment (Su & Chen, 2020).

2.6 Policy and regulatory landscape for sustainable tourism

Understanding local policies and regulations is essential for hotels aiming to comply with sustainability requirements and foster industry-wide change (Canhoto & Wei, 2021). Research by Hu, Yan, Casey, and Wu (2021) shows that enforcement and implementation strategies vary across regions. Some provinces provide incentives or subsidies for renewable energy use, while others prioritise waste management or water conservation (Matyakubov, Filimonau & Ermolaev, 2022).

Active engagement with policymakers and staying informed on legal developments is essential for hotels to ensure compliance and promote sustainable development (Onoufriou, 2020). Collaboration between hotels, government agencies, NGOs, and local communities is necessary for substantial progress (Becken & Loehr, 2022). Public-private partnerships and conservation initiatives can help restore habitats and preserve local biodiversity (Clark & Nyaupane, 2023).

2.7 Capacity building and training for sustainable practices

Investing in capacity-building programmes is crucial for fostering a culture of sustainability (Fang, Nguyen & Armstrong, 2022). Training employees in sustainability principles increases awareness, fosters innovation, and encourages responsible behaviour (Chua et al., 2024). Programmes focusing on energy-saving techniques and waste management give staff practical skills that improve operational efficiency and reduce environmental impact (Prakash et al., 2023). Recognition and incentives for sustainable practices can also enhance employee morale, engagement, and performance (Cwibi, 2023).

2.8 Measuring and reporting sustainability performance

To ensure accountability and transparency, hotels need to measure and report their sustainability performance (Mzembe et al., 2020). Susilo and Santos (2023) suggest that standardised sustainability frameworks and indicators, such as the Global Reporting Initiative (GRI), help hotels track progress and communicate results to stakeholders (Hamrouni et al., 2023). Third-party certifications, like Green Key or LEED, boost credibility and trust (Ray et al., 2023). Proper reporting enhances a hotel's reputation, attracts environmentally conscious guests, and drives continued improvements in sustainability performance (Irani, Kilic & Adeshola, 2022).

2.9 Social media, stakeholder engagement, and innovative technologies for environmental conservation

Social media platforms offer valuable opportunities for engaging with stakeholders (Gunduz Songur et al., 2023). Li and Xu (2023) highlight how hotels use platforms like Facebook and Instagram to share success stories, promote sustainability initiatives, and receive feedback from guests and local communities. Social listening tools can help hotels monitor trends and sentiments related to sustainability and refine their strategies accordingly (Lyu et al., 2022).

Emerging technologies, such as drones, AI, and the Internet of Things (IoT), offer new ways to monitor and conserve natural resources (Goel & Sharma, 2023). IoT sensors can detect water leaks and optimise irrigation systems for efficient water management (Kandler Rodríguez, 2020), while AI-powered algorithms can analyse satellite images to detect areas of deforestation or habitat degradation (Bulchand-Gidumal et al., 2024). By adopting these technologies, hotels can contribute to environmental conservation efforts and protect South Africa's rich biodiversity (Guo & Li, 2024).

2.9 Cybersecurity and data privacy in sustainable hospitality

Ensuring cybersecurity and data privacy is crucial for hotels (Gong & Schroeder, 2022). As hotels increasingly rely on digital technologies to enhance guest experiences and streamline operations, they also become more vulnerable to cyberattacks and data breaches (Gwebu & Barrows, 2020). Research by Agarwal, Page, and Mawby (2021) highlights the importance of employing robust security measures, such as encryption and access controls, to safeguard guest information and prevent unauthorized access. Compliance with South Africa's Protection of Personal Information Act (POPIA) further strengthens guest trust (Rogerson & Rogerson, 2020). By prioritising data privacy and cybersecurity, hotels can reduce risks and enhance their resilience (Gundu & Mmango, 2024).

2.10 Consumer trends and preferences

Understanding consumer trends is essential for creating sustainable tourism experiences in South Africa (Gursoy, Malodia, & Dhir, 2022). Tourists increasingly seek authentic and responsible travel experiences (Awasthi, Nain, & Roy, 2022), favoring hotels that demonstrate cultural authenticity, environmental stewardship, and community involvement (Dolezal & Novelli, 2022). By offering eco-friendly services and immersive cultural engagements, hotels can attract environmentally conscious travelers and stand out in the market (Golja & Paulišić, 2021). This helps hotels remain competitive while supporting sustainable tourism (Mensah & Boateng, 2024).

The circular economy concept promotes waste reduction and resource efficiency (Amicarelli et al., 2022), and sustainable waste management practices like recycling and collaborating with local suppliers help hotels build resilience (Kholijah, 2024; Chan, 2021). Implementing closed-loop systems for energy and water management further conserves resources (Amicarelli, Bux, & Fiore, 2024). By adopting circular economy principles, hotels can contribute to regenerative business practices (Rodríguez, Florido & Jacob, 2020).

Marketing and communication are essential in promoting sustainable tourism. Authentic messaging, according to Volgger and Taplin (2022), resonates with environmentally conscious consumers, while sustainability certifications and eco-labels provide assurance of a hotel's commitment to sustainability (Kumar et al., 2024). Integrating sustainability into branding can attract eco-conscious travelers and boost hotel demand (Asfahani, 2023).

2.11 Future outlook and recommendations

The future of sustainable hospitality will be shaped by advancements in technology, evolving consumer preferences, and climate change (Oskam & De Visser-Amundson, 2022; Nadkarni & Haider, 2022). Hotels must innovate and adapt to remain resilient and competitive (Shi, Shi, Weaver & Samaniego Chavez, 2021). Recommendations include embracing digitization, strengthening local community ties, and investing in renewable energy technologies (Kenji, 2024). By addressing future challenges proactively, hotels can contribute to the long-term sustainability and profitability of South Africa's hospitality sector (Gomes, Lopes & Ferreira, 2024).

2.12 Theoretical foundations

This section explores the theoretical foundations related to resilience and sustainability in the hospitality industry, along with empirical studies highlighting strategies for enhancing hotel resilience.

Resilience theory, initially proposed by Holling (1973), examines a system's ability to absorb disruptions and adapt while continuing to function. Applied to hospitality, resilience theory explores how hotels can withstand disruptions such as natural disasters, economic downturns, or pandemics (Ritchie & Jiang, 2021). Resilience in hotels involves flexible planning, resource management, and adaptive practices to ensure continued operations during crises (Shi, Shi, Weaver & Samaniego Chavez, 2021). Flexibility and adaptability are key traits for hotels to effectively respond to unexpected challenges (Hussain & Malik, 2022).

Ecological Modernisation Theory (EMT), advanced by scholars like Chon, Park, and Zoltan (2020), argues that environmental protection and economic growth can coexist through technological innovations and institutional reforms. In hospitality, EMT suggests that hotels can implement sustainable practices, such as improving energy efficiency and reducing waste, while maintaining profitability (Pereira-Moliner et al., 2021). This theory underscores the role of regulation and market incentives in promoting sustainability and enhancing hotels' ecological resilience (Sandang & Cole, 2023). By integrating sustainability into their business models, hotels can gain a competitive edge while minimizing their environmental impact (Chan, 2021).

2.2.3 Service-Dominant Logic (SDL)

Service-Dominant Logic (SDL), introduced by Vargo and Lusch (2004), shifts the focus from goods to services as the core of economic exchange. In hospitality, SDL highlights co-creating value with customers through service, particularly in sustainability. Hotels can engage guests in sustainability initiatives such as energy conservation or recycling, fostering shared responsibility and enhancing hotel resilience (Demir, Rjoub & Yesiltas, 2021; Vargo & Lusch, 2016).

2.3 Empirical studies on hotel resilience

2.3.1 Economic resilience

Economic resilience refers to a hotel's ability to maintain financial stability during economic crises. Studies by Wieczorek-Kosmala (2021) and El-Said (2023) show how hotels navigate financial challenges through strategic planning and resource management. Key strategies include maintaining liquidity, diversifying revenue streams, and investing in technology to enhance operational efficiency. Hotels that adopted dynamic pricing and digital marketing during the COVID-19 pandemic were more resilient (Garrido-Moreno et al., 2021), while strong financial management practices enabled hotels to adapt quickly to changing market conditions (Nguyen et al., 2023).

2.3.2 Social resilience

Social resilience refers to a hotel's capacity to adapt to social changes and maintain strong relationships with employees, guests, and local communities. Manoharan, Gross, and Sardeshmukh (2021) highlight the importance of workforce diversity, employee training, and community engagement in building social resilience. Hotels that invest in employee well-being and skills development are better equipped to handle labor shortages and shifts in customer preferences. Furthermore, CSR initiatives help hotels strengthen their social networks during crises (Choi & Choi, 2021), fostering inclusivity and enhancing employee and customer satisfaction (Lai & Cai, 2023).

2.3.3 Environmental resilience

Environmental resilience focuses on how hotels manage environmental risks, such as resource scarcity and climate change. Research by Idahosa and Ebhuoma (2020) and Kuo, Fang, and LePage (2022) emphasizes water and energy resilience in hotels, highlighting practices like water conservation and renewable energy adoption. Hotels using water-saving measures or installing solar panels have proven more resilient to environmental challenges (El-Latief et al., 2021; Zohry & Alsaied, 2021). Such practices not only reduce operational costs but also align with growing environmental regulations (Mzembe et al., 2020).

2.4 Gaps in the literature

Despite significant research on hotel resilience and sustainability, gaps remain. Longitudinal studies examining the evolution of resilience strategies and their long-term impacts on hotel performance are needed. Moreover, limited research exists on resilience theory's application across different cultural and geographic contexts, especially in developing countries (Ritchie & Jiang, 2021). The integration of emerging technologies, like AI and blockchain, into resilience strategies also requires further study (Gaur et al., 2021). Finally, while many studies focus on individual hotels, research on the collective resilience of hotel networks and associations is scarce (Zhang, Xie & Huang, 2024).

In conclusion, existing literature underscores the need for a holistic approach to resilience, encompassing economic, social, and environmental factors. Theoretical frameworks, such as resilience theory, EMT, and SDL, provide valuable insights, while empirical studies demonstrate the effectiveness of strategic practices. However, further research is needed to address the gaps identified and explore new strategies for building resilience in the hospitality industry.

3.1 Target population

The target population for this study comprised hotel managers and staff from three- and five-star hotels located in the Gauteng province, South Africa. Gauteng, being a key economic centre, offered a pertinent setting for exploring resilience and sustainability within the hospitality sector.

3.2 Sampling

A purposive sampling technique was utilised to ensure that participants had the requisite knowledge and experience relevant to the study's objectives. This method enabled the selection of individuals actively involved in implementing sustainability initiatives in their hotels, thereby enhancing the relevance of the findings (Acampora et al., 2022). The study involved conducting 15 semi-structured interviews with hotel managers from various departments, including human resources, facility management, and finance. This approach aimed to offer a comprehensive view of resilience and regenerative practices within the hospitality industry.

3.3 Participant profile

The participant profile for this research included individuals in managerial roles within hotels, such as General Managers, Operations Managers, and department heads. These participants provided valuable insights into the strategic and operational aspects of sustainability and resilience in their hotels, making them well-suited candidates due to their involvement in decision-making processes relating to sustainability.

3.4 Data collection methods

The primary data collection method was semi-structured interviews. This qualitative approach was chosen for its capacity to provide in-depth insights into participants' experiences and views on sustainability and resilience. The semi-structured format allowed for flexibility, enabling the researcher to explore emerging themes and adjust questions in response to participants' answers (Ghaderi, King & Hall, 2022). A structured interview guide ensured consistency across the interviews while allowing for open-ended responses, facilitating the discovery of nuanced insights (Bastrygina, Lim, Jopp & Weissmann, 2024). All interviews were recorded, transcribed verbatim, and analysed to identify key themes and patterns related to the research questions.

3.5 Measures and data analysis techniques

The study employed thematic analysis to interpret the qualitative data gathered from the interviews. Thematic analysis, as described by Braun and Clarke (2006), is a method for identifying, analysing, and reporting patterns within qualitative data. This approach was pivotal in uncovering key themes related to resilience and sustainability in hotel operations

4. Ethical considerations

Ethical considerations were central throughout the research process. Ethical approval was obtained from the University of Johannesburg’s Ethics Committee, under the School of Tourism and Hospitality. Informed consent was obtained from all participants, their details remain confidential, and participation was entirely voluntary.

5. Limitations

The study’s focus on Gauteng limits the generalisability of the findings to other regions, and the reliance on qualitative interviews may limit the breadth of insights by omitting other factors that affect resilience and sustainability.

The findings of this research contribute to the growing body of literature on sustainability and resilience in the hospitality sector. Focusing on resilience strategies, energy efficiency, social responsibility, and financial management, the study highlights the importance of embedding sustainable practices into hotel operations. The discussion links the key themes with the theoretical frameworks used in the study, including resilience theory, service-dominant logic (SDL), and ecological modernisation theory, showing how the empirical data supports or extends current literature.

Infrastructure and resilience theory

Resilience theory posits that systems must have the ability to adapt to external stressors while continuing to function effectively (Xie, Zhang, Chen & Morrison, 2023). The study’s findings demonstrate that hotels are making infrastructure improvements and adopting new technologies to withstand disruptions, reflecting the theory’s concept of ‘adaptive capacity.’ By reinforcing structural integrity and employing energy-efficient systems, hotels are preparing for and mitigating the impact of potential shocks.

Energy and water efficiency in ecological modernisation

Ecological modernisation theory promotes the integration of environmental concerns into business operations (Akhshik, Rezapouraghdam & Ramkissoon, 2022). The findings regarding energy management and water conservation align with this theory, as hotels adopted eco-friendly practices to reduce their environmental impact without compromising performance.

Social responsibility and service-dominant logic (SDL)

Service-dominant logic (SDL) emphasises value co-creation between businesses and stakeholders (Liu, Zeng, He & Li, 2022). The hotels in this study engaged in CSR initiatives and prioritised employee well-being, strengthening their relationships with communities and staff, consistent with SDL’s focus on stakeholder interactions.

Economic strategies and resilience

Economic resilience is essential for the sustainability of hotels, especially in uncertain market conditions. The study’s findings show that hotels employed financial strategies like cost management and customer loyalty programmes to ensure economic stability, aligning with resilience theory’s emphasis on flexible and adaptive strategies.

Future research directions

Future studies could compare resilience and sustainability strategies across different regions or explore the impact of digital innovations, such as AI and automation, on hotel resilience and sustainability.

This study offers key insights into the strategies hotels employ to strengthen resilience and sustainability. By focusing on infrastructure improvements, energy and water efficiency, CSR, and financial management, hotels can enhance their ability to weather challenges and support broader sustainability goals. Industry practitioners are advised to prioritise infrastructure upgrades, expand energy and water efficiency measures, enhance CSR initiatives, and adopt adaptive financial strategies to remain competitive in changing environments. This research demonstrates how integrating resilience theory, service-dominant logic, and ecological modernisation theory can help hotels thrive in the face of social, environmental, and economic challenges.

Implications of the findings

The findings of this study have significant implications for the hospitality industry. Enhancing infrastructure is essential for strengthening resilience against disruptions, in line with resilience theory’s focus on adaptive systems. The widespread adoption of energy and water efficiency measures demonstrates a strong commitment to sustainability, consistent with ecological modernisation theory, which advocates integrating sustainable practices into business operations. The prominence of CSR and employee engagement initiatives underscores the role of social responsibility in fostering resilience, aligning with service-dominant logic (SDL), which focuses on value co-creation through relationships. Financial strategies such as cost management and customer loyalty programmes are vital for sustaining economic resilience, supporting ecological modernisation theory.

Competing Interests
The authors declare that there are no competing financial or non-financial interests.

Findings

The analysis of qualitative data from 15 interviews with hotel managers, including the General Manager, Operations Manager, Front Office Manager, Food & Beverage Manager, Sales and Marketing Manager, and Human Resources Manager, revealed important insights into the strategies and practices related to resilience and sustainability. This section presents the findings, discusses their implications, identifies the challenges encountered, and outlines practical applications of the results.

Descriptive insights

Several key themes emerged from the interviews, highlighting how the hotels in the study approached resilience and sustainability. These themes closely align with the resilience dimensions outlined in Table 1. Participants frequently cited infrastructure resilience, with investments in upgrades such as reinforced windows and flood defences aimed at ensuring the safety and longevity of hotel properties. This dimension is crucial for protecting physical assets from environmental risks, aligning with the study’s findings that operational safety improvements were a priority. Environmental resilience also featured prominently, with many hotels adopting waste management strategies, sustainable procurement practices, and environmentally innovative technologies to enhance resource efficiency and reduce their environmental footprint. Energy resilience was a major focus, with hotels implementing energy-saving measures, such as LED lighting and energy-efficient HVAC systems, alongside the integration of renewable energy sources like solar panels to reduce dependency on non-renewable energy. Water resilience was addressed through the use of water-saving technologies, such as low-flow fixtures and drought-resistant landscaping, critical for conserving water resources. Some participants also reported employing advanced water management systems to enhance sustainability efforts. Social resilience emerged through Corporate Social Responsibility (CSR) programmes, where hotels focused on community engagement, employee satisfaction, inclusivity, and diversity. These initiatives contributed to a resilient workforce and strengthened ties with local communities. Economic resilience was also highlighted, with participants emphasising financial strategies, such as cost management and customer loyalty programmes, as essential for maintaining long-term economic stability.

Author Contribution

S.K. conceptualised the study, developed the research framework, conducted data analysis, and wrote the main manuscript text. E.S.J. supervised the research process, provided guidance on the study design, and offered critical revisions to the manuscript. Both authors reviewed and approved the final version of the manuscript.

Acknowledgement

The author would like to thank Mrs. Erica Soa Joao for her guidance and supervision throughout the research process.

Data Availability

The datasets generated and analyzed during the current study are available from the corresponding author on reasonable request. Due to confidentiality agreements with participants, the data cannot be made publicly available.

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Table 1: Key themes from interviews on hotels' approaches to resilience and sustainability.

Theme	Description
Infrastructure resilience	Investment in upgrades such as reinforced windows and flood defences to improve safety.
Environmental resilience	Waste management, reduction strategies, sustainable procurement, and environmental innovation.
Energy resilience	Integration of solar panels and other renewable energy sources to reduce reliance on non-renewable sources.
Water resilience	Implementation of water-saving technologies like low-flow fixtures, drought-resistant landscaping, and advanced water management systems.
Social resilience	Focus on community engagement, employee satisfaction, inclusivity, and diversity through CSR programmes.
Economic resilience	Financial strategies like cost management and customer loyalty programmes to ensure economic stability and resilience.

No competing interests reported.

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Hospitality's resilience and regenerative adaptations towards sustainability

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Abstract

1. Introduction

2. Literature Review

2.1 Introduction

2.2 Sustainability challenges and practices in South African Hotels

2.3 Resilience strategies and regenerative approaches to sustainability

2.4 Digital transformation in South African Hospitality

2.5 Economic impacts of sustainable Hospitality

2.6 Policy and regulatory landscape for sustainable tourism

2.7 Capacity building and training for sustainable practices

2.8 Measuring and reporting sustainability performance

2.9 Social media, stakeholder engagement, and innovative technologies for environmental conservation

2.9 Cybersecurity and data privacy in sustainable hospitality

2.10 Consumer trends and preferences

2.11 Future outlook and recommendations

2.12 Theoretical foundations

2.2.3 Service-Dominant Logic (SDL)

2.3 Empirical studies on hotel resilience

2.3.1 Economic resilience

2.3.2 Social resilience

2.3.3 Environmental resilience

2.4 Gaps in the literature

3. Methodology

3.1 Target population

3.2 Sampling

3.3 Participant profile

3.4 Data collection methods

3.5 Measures and data analysis techniques

4. Ethical considerations

5. Limitations

4. Discussion

5. Conclusion and recommendations

Declarations

Competing Interests The authors declare that there are no competing financial or non-financial interests.

Findings

Descriptive insights

Author Contribution

Acknowledgement

Data Availability

References

Tables

Additional Declarations

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Competing Interests
The authors declare that there are no competing financial or non-financial interests.