ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНИЙ МЕХАНІЗМ ФУНКЦІОНУВАННЯ СУБ’ЄКТІВ ТУРИЗМУ ТА ГОСТИННОСТІ В УМОВАХ СИСТЕМНИХ КРИЗ

Abstract

The article is dedicated to substantiating the semantics of the organizational and economic mechanism of the functioning of tourism and hospitality entities under systemic crises. Considering the significant negative impact of Russia's full-scale war against Ukraine and the ongoing consequences of the global COVID-19 pandemic, the activities of these entities in certain regions of Ukraine (primarily in the west) show positive dynamics. Although in many regions, their activities are effectively halted, and in some, there have been significant reductions in their volumes. This suggests that in the post-war period, the development of Ukraine's tourism and hospitality sector will gain momentum due to pent-up demand and societal need for rest, recreation, and rehabilitation. At the same time, the current conditions of tourism and hospitality entities require a revision of the organizational and economic foundations of their functioning to survive and maintain certain socio-economic positions in the country's economy. The stabilization of activities and their effectiveness in the post-war period will largely depend on the ability to implement positive practices of effective functioning in crisis conditions and to extend them to the activities of all tourism and hospitality entities. Moreover, the experience of many business entities shows that most processes are implemented precisely through the organizational and economic mechanism. The structure of the organizational and economic mechanism of a tourism and hospitality entity is examined, with its main components being organizational structure, planning, financial management, marketing, pricing policy, personnel management, logistics and operational management, innovations and technologies, legal support, and environmental management. Factors influencing (internal and external) the organizational and economic mechanism of the functioning of tourism and hospitality entities that interact with each other are monitored, determining strategies and operational decisions in managing a hotel and a tourism enterprise, ultimately affecting their operational efficiency. Typical consequences of the crisis state of tourism and hospitality entities are formulated, and the main strategic directions for overcoming them are justified, which will require a comprehensive approach that includes both short-term measures for immediate crisis response and long-term strategies to ensure stable development.