Digitalizing the hospitality industry: the impact of digital transformational leadership, digital culture and taking charge on organizational resilience

Purpose This study aims to investigate how digital transformational leadership (DTL), digital organizational culture (DOC), taking charge (TC) and digital corporate social responsibility (DCSR) influence organizational resilience (OR). Design/methodology/approach This study used a time-lagged approach spanning three waves, with a four-week interval between each time point. Survey data was collected from 380 employees of three-, four- and five-star hotels in Beijing, China, to explore targeted linkages. Findings The findings reveal positive associations among DTL, DOC, TC and OR. DOC and TC have indirect mediating effects on DTL and OR. Furthermore, DCSR moderated the DTL–OR relationship, suggesting that effective DCSR implementation and strategic integration can significantly enhance OR. Practical implications OR can be strengthen through DTL, DOC, TC and DCSR. Furthermore, integrating DCSR practices as boundary conditions can strengthen OR and help organizations navigate adversity, an increasingly vital priority for the hospitality industry. Originality/value Rooted in DCT, this study offers valuable insights into the determinants of OR, a pressing topic of interest in organizational research, by providing a comprehensive understanding of how organizational and individual characteristics influence OR.