Food sharing apps are increasingly adopted by hospitality businesses to facilitate surplus food redistribution, improve operational coordination, and support sustainability initiatives. However, existing research has primarily focused on consumer adoption and initial platform acceptance, with limited attention given to the organisational processes that sustain platform use. Drawing on Resource Orchestration Theory (ROT), this study examines how resource structuring, resource bundling, and resource leveraging create organisational value through enhanced reputation and operational efficiency, thereby influencing hospitality firms' continuance intention to use food sharing apps. The study also examines the moderating role of digital resources in strengthening resource orchestration.
A cross-sectional survey was conducted using data collected from 249 hospitality professionals through the Prolific platform. Consistent with the organisation as the unit of analysis, a key-informant approach was employed, whereby respondents reported on organisational practices related to food sharing app use.
Resource structuring and resource bundling positively influence resource leveraging. Resource leveraging subsequently enhances organisational reputation and operational efficiency, both of which positively influence organisational continuance intention. Furthermore, digital resources positively moderate the relationships between resource structuring, resource bundling, and resource leveraging.
This study extends ROT by explaining how resource structuring, resource bundling, and resource leveraging collectively generate organisational value that supports the continued use of food sharing apps. It also identifies digital resources as an important boundary condition that strengthens resource orchestration, shifting the focus from consumer adoption to the internal organisational processes underpinning sustained platform use within hospitality firms.
