INNOVATIVE MANAGEMENT MODELS AND ECONOMIC MECHANISMS FOR RECOVERY THE HOTEL, RESTAURANT AND TOURISM INDUSTRY IN THE POST-CRISIS PERIOD

Authors

DOI:

https://doi.org/10.31732/2663-2209-2025-78-89-95

Keywords:

tourism, hotel and restaurant business, economic mechanisms, innovative management models, post-crisis recovery, state support, digitalization, competitiveness

Abstract

This article explores key approaches to the economic revival of Ukraine’s hotel and restaurant business and tourism industry in the post-crisis reality shaped by the pandemic, full-scale war and global economic shifts. The focus is on identifying transformational processes in the hospitality and tourism sectors, which have undergone profound structural changes. The consequences of declining effective demand and reduced trust in the domestic market have become particularly evident, increasing the need to modernize management approaches and rethink industry development strategies.

The scientific justification for transforming traditional management models is based on the application of innovative economic mechanisms, including the digitalization of services, the implementation of sustainable environmental practices, operational automation, and the use of Big Data for market analysis. Furthermore, strategic partnerships with governmental and international institutions are considered essential for ensuring the sustainability of the hospitality and tourism system. The article emphasizes the need to create a favorable environment for local entrepreneurship, stimulate investment activity and develop regional tourism clusters. An adaptive policy of state supportcomprising fiscal incentives, grant programs, preferential lending, and institutional assistanceplays a vital role in industry recovery.

Of particular significance is the author’s proposed model for restoring the hotel, restaurant and tourism sector, which is based on five key components: institutional, infrastructural, marketing, financial and investment and social. The integration of these elements generates a synergistic effect that contributes not only to activity stabilization but also to enhancing the competitiveness of hospitality and tourism entities at both regional and national levels. This approach opens new opportunities for inclusive economic growth, the preservation of cultural identity, and the sustainable development of tourist destinations in Ukraine.

Downloads

Download data is not yet available.

Author Biography

Anna Chernykhivska , Kyiv National University of Technologies and Design

PhD in Economics (Candidate of Economic Sciences), Associate Professor

Senior Lecturer Department of Tourism and Hotel and Restaurant Business

Kyiv National University of Technologies and Design

References

References

Accor Group. (2023). Scenario planning in hospitality. https://group.accor.com

Agency for Regional Development of Zakarpattia. (2023). Cluster development of tourism. https://arr.uzh.ua

Belyavtsev, I. O., & Pylypenko, O. O. (2021). PPP as a tool for restoring tourism infrastructure. Scientific Bulletin of V. N. Karazin Kharkiv National University. Series "Economics", (1014), 110–115.

Buhalis, D. (2020). Technology in tourism—from information communication technologies to eTourism and smart tourism towards ambient intelligence tourism: A perspective article. Tourism Review, 75(1), 267–272. https://doi.org/10.1108/TR-06-2019-0258

Cloudbeds. (2024). How small hotels use PMS integration. https://www.cloudbeds.com

European Bank for Reconstruction and Development. (2024). Report on the state of the tourism business in Ukraine. https://www.ebrd.com

EU4Business. (2024). Annual tourism MSME support report. https://eu4business.org.ua

Gretzel, U., Werthner, H., Koo, C., & Lamsfus, C. (2015). Smart tourism: Foundations and developments. Electronic Markets, 25, 179–188. https://doi.org/10.1007/s12525-015-0196-8

Green Key Global. (2023). Sustainable certification in hospitality. https://www.greenkey.global

Hall, M. C., & Gössling, S. (2016). Sustainable tourism futures: Perspectives on systems, restructuring and innovations. Routledge.

IFC. (2023). Ukraine hotel development program. https://www.ifc.org

Kozak, O. V. (2023). Innovative management models for the hotel and restaurant business under uncertainty. Halytskyi Economic Herald, (1), 122–129.

Markina, I. A., & Kutsenko, V. S. (2021). State support for tourism business during the pandemic. Economy and the State, (7), 42–46.

Melnyk, O. Y. (2022). Mechanisms of regional development of the tourism sector in post-crisis recovery. Regional Economy, (3), 57–65.

Ministry of Finance of Ukraine. (2024). Report on implementation of the 5-7-9% program. https://mof.gov.ua

Noma Projects. (2022). Rethinking restaurant models. https://noma.dk

OECD. (2022). Tax policy for tourism recovery. https://www.oecd.org

Sigala, M. (2020). Tourism and COVID-19: Impacts and implications for advancing and resetting industry and research. Journal of Business Research, 117, 312–321. https://doi.org/10.1016/j.jbusres.2020.06.015

Skift Research. (2023). Hospitality tech transformation. https://research.skift.com

Statista. (2024). Big data use in hotel pricing strategies. https://www.statista.com

Verkhovna Rada of Ukraine. (2022). Law of Ukraine No. 2142-IX. https://zakon.rada.gov.ua

Published

2025-06-30

How to Cite

Chernykhivska , A. (2025). INNOVATIVE MANAGEMENT MODELS AND ECONOMIC MECHANISMS FOR RECOVERY THE HOTEL, RESTAURANT AND TOURISM INDUSTRY IN THE POST-CRISIS PERIOD. Science Notes of KROK University, (2(78), 89–95. https://doi.org/10.31732/2663-2209-2025-78-89-95