Strategic management maturity in hotels: A typological framework for competitive advantage and organizational evolution

This study develops a Strategic Management Maturity Model (SMMM), categorizing hotels into Basic (Reactive), Developing (Adaptive), Mature (Proactive), and Advanced (Transformational) levels based on their strategic characteristics, competitive positioning, and firm scope. Using a qualitative, conceptual research approach, the study synthesizes insights from strategic management theories, including the Resource-Based View (RBV), Dynamic Capabilities, and Competitive Advantage Frameworks, and incorporates comparative case analysis to examine strategic variations across hotel firms. The findings reveal that larger, globally operating hotel firms exhibit higher levels of strategic maturity due to their integration of AI-driven personalization, digital transformation, sustainability leadership, and crisis resilience strategies. In contrast, smaller hotel firms operate with limited strategic planning and minimal technology adoption. A heatmap visualization is employed to illustrate the progression of strategic sophistication across different firm scopes. This study contributes to hospitality strategic management research by offering a structured maturity framework enabling hotel executives to assess strategic positioning and identify pathways for advancement.