article · Current Issues in Tourism
Research examined the relationship between intellectual capital and organisational resilience within the tourism and hospitality sector, focusing on the mediating roles played by organisational agility and innovation. The investigation drew on survey responses from 323 middle-level managers working in five-star hotels and category-A travel agencies in Egypt, using partial least squares structural equation modelling to analyse the data. The results demonstrate that intellectual capital has a direct positive impact on organisational resilience, agility, and innovation. Furthermore, both organisational agility and innovation exert a positive direct influence on resilience and act as significant mediating factors between intellectual capital and resilience. These outcomes provide insights into the innovation diffusion theory framework while offering strategic evidence for decision-makers in hospitality enterprises.
Tourism and hospitality enterprises frequently face operational disruptions and need reliable methods to withstand shocks. Demonstrating that intangible assets such as intellectual capital directly strengthen resilience through increased agility and innovation provides leaders with clear operational priorities. This evidence helps managers understand how investing in knowledge and flexible practices can fortify business operations against ongoing market volatility.
The findings offer strategic insights for hotel and travel agency executives seeking to design internal resilience programmes. Potential applications include management consulting frameworks, leadership assessment tools, and operational planning guides for the hospitality sector. Based on survey data from operational businesses, the findings represent applied empirical research that would require translation into structured management toolkits or corporate policy guidelines before direct commercial adoption.
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This paper investigated the impact of intellectual capital (IC) on organisational resilience (OR) in tourism and hospitality businesses, examining the mediating roles of organisational agility (OA) and innovation. A study was conducted at five-star hotels and category-A travel agencies operating in Egypt. 323 responses gathered from middle-level management using the survey methodology. Data was analyzed using PLS-SEM technique. Results revealed that IC positively affects OR, OA, and innovation. In addition, OA positively affects OR, and innovation positively affects OR. Moreover, the relationship between IC and OR was significantly mediated by OA and innovation. The study explored the role of OA and innovation in mediating the relationship between IC and OR, providing valuable insights into the existing Innovation Diffusion Theory framework. This study provides valuable insights for managers and policymakers in the tourism and hospitality industry, particularly in the context of five-star hotels and travel agencies.
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DOI: 10.1080/13683500.2024.2378970
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