Budget and organizational performance in the hotel sector
DOI:
https://doi.org/10.1108/REGE-02-2025-0027Keywords:
Budgetary functions, Hotels, Financial performance, Non-financial performance, Resource-based theoryAbstract
PurposeThis study investigates the relationship between the budgetary functions of planning and dialogue in the organizational capacities of resilience and learning in hotel companies' organizational performance (financial and non-financial).
Design/methodology/approachThe survey collected data from 127 hotel managers with 100 or more housing units. The data were analyzed using structural equation modelling.
FindingsAmong the main results, budgetary functions significantly influence resilience and learning capacities. However, we did not confirm the hypotheses of organizational capabilities regarding the relationship between budget functions and organizational performance.
Practical implicationsThe results show new perspectives for budget use, which, in addition to serving as a control instrument, begins to foster a more structured reflection on the strategic development of organizational capabilities, such as resilience and learning, in the hotel sector.
Originality/valueWe conclude that the usefulness of budgeting in hotels relates to the control and development of subjective capacities, and is not linked to formally recorded financial returns.
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