Drivers of social sustainability practices: quality management, human capital and innovation

Purpose This study aims to examine the relationships between quality management, human capital and innovation (both incremental and radical), and social sustainability practices in hospitality. Also considered are the mediating roles of human capital and innovation. Design/methodology/approach The study considers 365 hotels located in Spain, using a structural equation model based on Partial Least Squares (PLS) analysis. Findings The findings show that quality management practices, human capital and incremental innovation all have a direct relationship with social sustainability practices. Human capital and incremental innovation partially mediate the relationship between quality management and social sustainability practices. Radical innovation has no impact on social sustainability practices and does not play a mediating role. Research limitations/implications This study enriches the literature on social sustainability in hospitality by showing that quality management, human capital and innovation can enhance social sustainability practices. It offers practical insights by understanding key drivers for promoting social sustainability in the hospitality sector. Originality/value Prior research in hospitality has not used a mediation model to empirically examine the aforementioned relationships.