Information technology as a determinant of organisational performance in the context of the hotel industry: is there anything in between?

This study addresses the ongoing debate on whether Information Technology (IT) alone can enhance hotel performance by examining its role in combination with internal organisational resources. Although prior research has explored the link between IT and performance, findings remain inconsistent, with some studies showing positive impacts while others highlight limited or no effects. This indicates a gap in understanding the mechanisms through which IT generates sustainable competitive advantage in the hospitality industry. Grounded in the Resource-Based View (RBV), this study proposes and tests a comprehensive model that integrates IT with Organisational Learning (OL) and Organisational Culture (OC) to explain how these intangible resources interact to influence hotel performance. Data were collected through a survey of 295 hotel professionals in Brazil and Portugal between 2016 and 2017, and the proposed model was tested using Structural Equation Modelling (AMOS 23.0). The results reveal that IT has both direct and indirect effects on performance, with OL playing a partial mediating role. OC positively influences IT and OL but impacts performance only indirectly, through OL. These findings demonstrate that IT alone does not guarantee performance improvement; its value depends on its alignment with other organisational resources. This study contributes to the literature by empirically linking IT, OC, and OL in a single model, providing a nuanced understanding of how technology, culture, and learning complement each other to drive performance. For practitioners, the findings offer guidance on how to strategically integrate IT initiatives with organisational capabilities to achieve sustainable competitive advantage.