This study examines the relationships among cross-functional teamwork, knowledge management, and organizational resilience within the context of sustainable development practices in five-star hotels in Egypt. Specifically, it seeks to clarify how interdepartmental collaboration, including routine and incremental forms of cooperation, contributes to the development and refinement of resilient organizational routines and capabilities, which subsequently support environmental sustainability in the rapidly evolving hospitality sector.
We employed a quantitative research design, collecting data through structured questionnaires administered to 347 heads of departments in five-star hotels in Egypt. The study was theoretically grounded in Dynamic Capabilities Theory (DCT) and Organizational Learning Theory (OLT), while the hypothesized relationships were examined using partial least squares structural equation modelling.
The findings reveal significant relationships among cross-functional collaboration, knowledge management, and organizational resilience. Specifically, the diversity and intensity of cross-functional collaboration represent important strategic factors that simultaneously strengthen knowledge management practices and organizational resilience. Furthermore, knowledge management and organizational resilience significantly contribute to organizational sustainable development, highlighting their importance in supporting sustainable practices within the hospitality sector.
Managers of five-star hotels should prioritize structured cross-functional collaboration, digital knowledge repositories, after-action reviews, and crisis training to strengthen knowledge management and organizational resilience while supporting Sustainable Development Goal 9. Fostering a learning-oriented culture and involving cross-functional teams in sustainability initiatives, such as energy efficiency, waste reduction, and green procurement, can further enhance organizational adaptability and sustainable development.
This study contributes to hospitality sustainability literature by bringing together DCT and OLT and explaining how collaboration-fueled knowledge processes strengthen resilience and sustainability at the same time. It provides empirical evidence from an emerging market setting and offers practical guidance for department heads who want to sync hotel sustainability strategies with global norms. In this way, the overall approach coherently links theory with what actually happens in day-to-day operations.
