Artificial Intelligence-Driven Strategic Planning for Enhancing Sustainable Competitive Advantage in the Hospitality Industry: A Systematic Literature Review
Main Article Content
Abstract
The rapid advancement of Artificial Intelligence (AI) has fundamentally transformed the way organizations formulate strategies, make decisions, and achieve sustainable competitive advantage. In the hospitality industry, increasing market competition, changing customer expectations, and accelerated digital transformation have encouraged organizations to integrate AI into strategic planning processes to improve organizational agility, service innovation, and long-term competitiveness. Although previous studies have extensively examined AI applications in operational efficiency, customer experience, and service automation, limited research has comprehensively synthesized AI as a strategic capability that links strategic planning with sustainable competitive advantage in the hospitality context. Therefore, this study aims to systematically review the existing literature to analyze the role of Artificial Intelligence-driven strategic planning in enhancing sustainable competitive advantage within the hospitality industry. This study adopts a qualitative approach using the Systematic Literature Review (SLR) method, following a structured process of literature identification, screening, eligibility assessment, and thematic synthesis of peer-reviewed articles retrieved from reputable academic databases. The findings indicate that AI supports strategic planning by strengthening environmental scanning, improving strategic decision-making, enabling predictive analytics, enhancing customer personalization, optimizing operational efficiency, and fostering organizational adaptability. Furthermore, the integration of AI with Dynamic Capabilities facilitates continuous innovation and value creation, enabling hospitality organizations to maintain long-term competitive advantage in an increasingly dynamic business environment. This study contributes to the strategic management literature by providing a comprehensive conceptual synthesis of AI-driven strategic planning and offers practical insights for hospitality managers seeking to leverage AI as a strategic capability for sustainable organizational performance.
Downloads
Article Details
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
https://creativecommons.org/licenses/by-sa/4.0/
References
Abdou, A. H., Al Abdulathim, M. A., Hussni Hasan, N. R., Salah, M. H. A., Ali, H. S. A. M., & Kamel, N. J. (2023). From Green Inclusive Leadership to Green Organizational Citizenship: Exploring the Mediating Role of Green Work Engagement and Green Organizational Identification in the Hotel Industry Context. Sustainability (Switzerland) , 15(20). https://doi.org/10.3390/su152014979
Dwivedi, Y. K., Kshetri, N., Hughes, L., Slade, E. L., Jeyaraj, A., Kar, A. K., Baabdullah, A. M., Koohang, A., Raghavan, V., Ahuja, M., Albanna, H., Albashrawi, M. A., Al-Busaidi, A. S., Balakrishnan, J., Barlette, Y., Basu, S., Bose, I., Brooks, L., Buhalis, D., … Wright, R. (2023). “So what if ChatGPT wrote it?” Multidisciplinary perspectives on opportunities, challenges and implications of generative conversational AI for research, practice and policy. International Journal of Information Management, 71(March). https://doi.org/10.1016/j.ijinfomgt.2023.102642
Jerez-Jerez, M. J. (2025). A study of employee attitudes towards AI, its effect on sustainable development goals and non-financial performance in independent hotels. International Journal of Hospitality Management, 124, 103987. https://doi.org/10.1016/j.ijhm.2024.103987
Kero, C. A., & Bogale, A. T. (2023). A Systematic Review of Resource-Based View and Dynamic Capabilities of Firms and Future Research Avenues. International Journal of Sustainable Development and Planning, 18(10), 3137–3154. https://doi.org/10.18280/ijsdp.181016
Pitakaso, R., Golinska-Dawson, P., Luesak, P., Srichok, T., & Khonjun, S. (2025). Embracing open innovation in hospitality management: Leveraging AI-driven dynamic scheduling systems for complex resource optimization and enhanced guest satisfaction. Journal of Open Innovation: Technology, Market, and Complexity, 11(1), 100487. https://doi.org/10.1016/j.joitmc.2025.100487
Prester, J. (2023). Operating and Dynamic Capabilities and Their Impact on Operating and Business Performance. Sustainability (Switzerland), 15(20). https://doi.org/10.3390/su152015181
Tajeddini, O., Tajeddini, K., Gamage, T. C., & Hameed, W. U. (2026). Smart insights, stronger performance: Leveraging business intelligence and dynamic capabilities in tourism and hospitality. International Journal of Hospitality Management, 133(July 2025). https://doi.org/10.1016/j.ijhm.2025.104410
Tamirat, S., & Amentie, C. (2023). Advances in knowledge-based dynamic capabilities: A systematic review of foundations and determinants in recent literature. Cogent Business and Management, 10(3). https://doi.org/10.1080/23311975.2023.2257866
Thomas, J., & Harden, A. (2008). Methods for the thematic synthesis of qualitative research in systematic reviews. BMC Medical Research Methodology, 8, 1–10. https://doi.org/10.1186/1471-2288-8-45
Zahidi, F., Kaluvilla, B. B., & Mulla, T. (2024). Embracing the new era: Artificial intelligence and its multifaceted impact on the hospitality industry. Journal of Open Innovation: Technology, Market, and Complexity, 10(4), 100390. https://doi.org/10.1016/j.joitmc.2024.100390