Exploring Sustainable Food Waste in Hotels: Practices, Challenges and Managerial Perceptions

Abstract

Food waste management represents an important economic and environmental challenge for the hospitality sector on a global level, and especially for markets that are still developing, such as Serbia. This exploratory qualitative pilot study supported by descriptive statistics based on expert interviews investigates management perceptions of food waste in Belgrade’s hotels, analyzing the gap between sustainability food waste awareness and operational implementation within a transitional economy. An exploratory pilot study was conducted using a purposive sample of nine general managers from upscale hotels. Interviews with general managers were conducted in person and data was collected via a structured questionnaire based on a five-point Likert scale. The results suggest that general managers perceive food waste reduction primarily as a cost-saving measure rather than a strategic driver of profitability. Using Upper Echelons Theory (UET), this research provides insights into how management-level cognition shapes sustainability routines. The findings offer a preliminary framework for integrating basic training modules and transparent cost-tracking systems to transition from passive to proactive sustainable operations in the Serbian hospitality sector. This exploratory pilot study advances hospitality sustainability research by offering preliminary insights into managerial cognition concerning food waste within a transitional tourism economy.

1. Introduction

One of the biggest industrial sectors in the world, tourism is a major driver of economic growth and development as well as the generation of jobs [1]. However, 35 million tons of solid trash are produced annually by tourism-related businesses worldwide [2]. In many areas, the amount of waste produced exceeds the authorities’ ability to collect and dispose of it in a safe, effective, and sustainable manner. Food waste in the hospitality industry is a major social problem. One-third of the 1.3 billion tons of food produced annually for human use worldwide is lost or wasted [3]. Given its significant effects on corporate profits, public health, and the environment, waste is a sustainability concern [4]. For the hospitality industry, whose operations produce disproportionately high amounts of trash, this is a crucial concern [5]. Food waste has increased because of the hospitality industry’s growth [6], making up more than half of all solid waste produced. About 75% of food waste is still edible, making it the biggest waste stream in the hospitality sector [7]. As a result, food waste management has emerged as a major issue that requires mitigation to prevent its negative consequences on the environment and the socioeconomic welfare of the populace [8].

In Serbia, food waste poses an increasing economic challenge for the hospitality industry in addition to an environmental burden. The nation is thought to produce almost two million tons of organic garbage a year, which puts a strain on landfill capacity, causes over 300 landfill fires annually, and has negative effects on the economy and ecology. According to [9], Serbia discards more food than the world averages each year—roughly 83 kg per person. An estimated 40,000 tons of food waste are produced annually by hotels and restaurants; the great majority of this trash ends up in landfills, where it releases greenhouse gas emissions [10]. Despite this, just 13% of hospitality organizations use authorized operators to handle garbage, which reflects a lack of awareness and inadequate financial incentives [11]. When considered collectively, these results demonstrate that food waste in Serbian hotels is both an ecological risk and a quantifiable financial loss, highlighting the necessity for further research to connect chef-led preventive measures with specific financial evaluations. There is still a study gap concerning the human aspect of food waste management, even though the literature now in publication recognizes several variables that contribute to food waste in the hospitality industry, including overproduction, inadequate storage, excessive portion sizes, and mismatched consumer expectations. By providing a critical, analytical assessment of the problem of food waste in hotels in Serbia and considering the prospects and difficulties in its mitigation from a hospitality management perspective, this paper fills a gap examining hotel food waste prevention, with strategies, practices, and challenges for sustainability management.

Although, there is a wide range of research examining food waste in the hospitality industry, operational procedures and strategies, and consumer behavior, less attention has been paid to research that addresses the issue of management perceptions of food waste in the hospitality industry. Management opinions and attitudes play a significant role in shaping and establishing sustainable practices, given that frameworks and formalized food waste monitoring systems can often be adjusted as they develop. In this regard, Serbia represents a relevant context for such a pilot study. The hospitality sector has been a stable business in recent years, especially in Belgrade, but food waste management systems remain underdeveloped. Understanding how general managers perceive food waste management, the need for training, and the financial implications can provide research insights when implementing sustainability in the developing tourism economy.

Even while the amount of research on food waste in the hospitality sector is increasing, most of the literature that is now available concentrates on operational procedures, technological advancements, and visitor behavior. The functions and significance of management and decision-making in influencing food waste management practices have received less attention, particularly in tourist destinations with developing economies like Serbia. Gaining an understanding of general managers’ perspectives on issues pertaining to food waste, sustainability obligations, and financial ramifications can yield important insights into the organizational implementation of sustainable practices. Accordingly, the aim of this exploratory pilot study is to explore general managers’ perceptions of food waste management practices, challenges, and considerations related to sustainability in selected hotels in Belgrade.

2. Literature Review

2.1. Food Waste in Hospitality

Hospitality waste is a broad category that includes solid waste of energy waste, water, food, and hazardous and non-hazardous waste [12]. Oversized servings, ineffective service techniques, and menu diversity can all lead to food waste after consumption, which affects customer choices [10]. Depending on the food items utilized, several sorts of waste are generated at hotels and restaurants. Eggshells, fruit and potato peels, bones, food leftovers, and packaging materials are a few examples. Waste’s complex composition and varying nature make it difficult to define. According to [13], waste is defined as “any substance or object which the holder discards,” meaning that waste is something that people find invaluable. This definition’s usefulness has been called into doubt since it ignores consumers’ subjective assessments of waste’s value. According to data released by the Food and Agriculture Organization [14], over one-third of the food produced worldwide is either wasted or thrown away needlessly. There are two primary categories of food waste: “food waste,” which refers to food that spoils during transportation or does not reach retail destinations, and “food loss,” which includes any uneaten edible items from unharvested crops to unconsumed food in homes and stores [15].

In terms of both numerical numbers and the financial consequences for hospitality service providers, food waste is a significant portion of hospitality waste [16]. Over 12 million tons of food waste were created by the EU’s hospitality industry in 2010 [17]. The production of food waste in the hospitality industry is positively correlated with the rise in tourism [17,18]. For instance, in Mallorca, a 1% increase in visitor arrivals results in a 1.25% increase in trash production, with food waste accounting for most of this increase [19]. Food waste in the hospitality industry affects both industrialized and developing nations, as rising levels of public money and international travel are driving up food consumption outside the house. To help the hospitality industry manage food waste more sustainably, the European Hospitality Industry (HOTREC) established a food waste hierarchy [20]. This hierarchy states that preventing food waste in the first place is the best approach; if not, excess food can be donated to feed animals and those in need. Redirecting leftover and inedible food waste to non-food applications, such as recovering food waste through composting and energy production, is another possibility.

The whole disposal of food waste in landfills is the least desirable choice, which hospitality business operations should try to avoid. A startling 55% of these edible leftovers are thrown away, according to [21], which shows that patrons in restaurants usually leave 17% of their meals uneaten. The issue of food loss is made worse by elements in the kitchen, such as over-preparing food, improper storage techniques, and not using leftover food. Health standards prohibit hospitality establishments from repurposing or donating leftover food, and buffet-style restaurants are especially susceptible to high waste levels. Buffet service and plate waste are frequently cited by hotels throughout Europe as the main causes of preventable losses, especially at breakfast when overproduction and portion size have an impact on visitor behavior. About 44% of the world’s food waste is lost during the post-harvest and processing phases in impoverished nations [22]. Inadequate procedures, technological limits, budgetary constraints, and a lack of effective infrastructure for appropriate transportation and storage are often the causes of this. In sharp contrast, 40% of food waste in industrialized nations, which accounts for 56% of the world’s food waste, occurs at the consumer level [23]. Consumer attitudes, values, and actions about food play a major role in this. Furthermore, a large amount of food waste in these areas is caused by incorrect handling of prepared foods and misconceptions regarding product expiration labels [24].

Previous hospitality studies have already examined managerial attitudes toward sustainability. A research study in Turkey by [25] with nine international chain hotels demonstrates the significant amount of food waste, which is mostly caused by the hotels’ ineffective customer understanding of all institutional food waste prevention measures. In a similar study in Thailand with five-star hotels [26], the results of comprehensive structured questions from purposeful and snowballing samplings demonstrate several facets of sustainable food waste management and practices at these hotels, which are backed by policies and carried out by procedures at all levels, from operations to top management. On the other hand, a study in China by [27] investigated the food waste management strategies used in a sample of full-service restaurants in Shanghai; it demonstrates the importance of the food waste issue and pinpoints Chinese eating patterns. The findings indicate that governments should also provide free-to-attend specialist training to restaurant managers and staff on how to mitigate food waste occurring in kitchens.

2.2. Hospitality Sector Context: Belgrade and Serbia

To better understand the scope and structure of the pilot research study, it is necessary to say that Belgrade is the capital of the Republic of Serbia and currently represents the country’s hospitality center. According to the Statistical Office of the Republic of Serbia (2023), there are over 120 hotels in Belgrade, with the highest concentration of luxury (4* and 5*) hotel facilities in the country [28]. Compared to seasonal tourist destinations, the hotel market in Belgrade operates year-round. According to industry reports from the Hotel and Catering Industry Business Association (HORES), average occupancy rates of hotel facilities are between 60% and 70%, which contributes to a constant volume of food business, and consequently the generation of food waste throughout the business year [29]. Regarding employee training, international hotel chains apply an internal sustainability protocol; there is no standardized national training program, especially for reducing food waste in the hotel business in Serbia. In this regard, this context justifies the research focus on nine high-end Belgrade hotels.

2.3. Sustainability Management in Hotels

Hotels produce a lot of food waste every day because they are among the biggest food consumers. The hotel sector is regarded as one of the biggest producers of trash and energy. Thus, the hotel industry’s rapid expansion could lead to further issues for the destination’s sustainability. Numerous customers are regularly served a range of culinary services by the hotel sector, especially major hotels, including breakfasts, banquets, and other dining events. This frequently leads to significant food waste in their attempt to give clients a wide variety and reliable food supply. Given the growing emphasis on environmental sustainability worldwide, the hotel industry, which consumes a large amount of food, has an obligation to reduce waste to improve its environmental stewardship. It should also acknowledge the financial advantages that come from reducing food waste. In addition to saving money, efficient waste management can improve a company’s reputation and demonstrate its dedication to environmental sustainability, which is essentially corporate social responsibility, or CSR. Given the growing emphasis on environmental sustainability worldwide, the hotel industry, which consumes a large amount of food, has an obligation to reduce waste to improve its environmental stewardship. It should also acknowledge the financial advantages that come from reducing food waste.

Research conducted in Serbia by [30] stated that employees require a shift from traditional to sustainable business practices, according to research done among hotel owners and managers in Western Balkan Mountain regions. Two key components of this shift are green training and green awards, which work together to promote a sustainable culture in the hotel sector. According to the above-mentioned study, it becomes clear that a comprehensive approach to environmental responsibility helps create a more sustainable future while also improving hotels’ reputations. Another study in Serbia [31] explores food waste prevention and management practices in five-star hotels in Serbia, focusing on the knowledge, attitudes, and resourcefulness of head chefs as key actors in implementing sustainable solutions. Head chefs’ comprehension and response to food waste issues were evaluated using the food waste hierarchy paradigm. The results show that head chefs exhibit differing degrees of awareness and resourcefulness, which are frequently influenced by corporate policy, training, and individual experience, even when food waste rules differ among hotels. One more study in Serbia [32] examined how tourists see food waste in Serbian hotels, with the goal of identifying the primary psychological factors influencing their desire to reduce such waste. The study’s findings support the notion that tourist intents to minimize food waste in the hotel industry are strongly influenced by psychological factors, such as understanding of the repercussions of food waste, a sense of responsibility, and personal norms. Because of this, hotel managers are essential in raising tourists’ feeling of responsibility through marketing initiatives, education, and tailored waste-reduction plans. Particularly effective strategies include changing serving sizes, using digital tools to track and cut waste, and including guests in food redistribution initiatives. In addition to reducing food waste, implementing eco-friendly measures in the hotel industry can improve the hotel’s reputation and draw in eco-aware travelers. Hotels that actively promote and implement food waste reduction methods may obtain a competitive advantage in the market due to the increasing consumer demand for sustainability. Initiatives of this kind have the potential to enhance brand perception, cultivate customer loyalty, and attract ethically conscious travelers who place a high value on environmental responsibility.

2.4. Theoretical Foundation: Upper Echelons Theory

This exploratory qualitative pilot study, characterized by qualitative predominance, is founded on expert interviews supported by descriptive statistics. It is formed by Upper Echelons Theory, initially formulated by Hambrick and Mason (1984) [33], which posits that organizational outcomes are partly forecasted by the background characteristics, experience and cognitive orientation of top managers. From the theoretical viewpoint, strategic and operational choices in organizations signify the interpretation of environmental challenges and opportunities by senior executives. Managerial cognition is therefore a key factor in determining the priorities of an organization and how strategic initiatives are carried out.

In the hospitality sector, general managers make many operational and strategic decisions, such as how to allocate resources, train staff, start sustainability initiatives and set company policies. Because of this, how hotel staff see food waste—as an operational cost, an environmental responsibility, or a strategic sustainability issue—could have a big impact on how they handle food waste. In this study, Upper Echelons Theory is utilized primarily as an interpretive theoretical framework rather than as a formally tested theory. The framework helps to explain how managerial perceptions and cognitive framing may shape internal organizational practices related to food waste management, such as employee training, monitoring systems and sustainability-oriented decision-making.

Thus, the following research questions (RQs) are proposed:

RQ1: 

How do general managers in Belgrade hotels perceive food waste management challenges and sustainability practices?

RQ2: 

How do managerial perceptions relate to internal organizational practices such as employee training and operational monitoring?

RQ3: 

How do managers interpret the relationship between food waste reduction and business performance?

By answering these queries, the exploratory pilot study offers some first understanding of executive-level sustainability thinking in the context of transitional hospitality. Figure 1 depicts the conceptual framework of managerial cognition affecting sustainability practices, grounded in Upper Echelons Theory.

3. Materials and Methods

This research is structured as an exploratory pilot study utilizing expert interviews with general managers, supplemented by descriptive statistics to demonstrate response patterns. This exploratory pilot study based on expert interviews with descriptive statistics was carried out as an exploratory pilot study to investigate the initial state of food waste management procedures in the different hotels in Belgrade. Nine general managers from nine hotels were the subject of a purposive expert sampling technique. Despite being modest, this sample size is suitable for an exploratory pilot study that aims to offer in-depth, expert-based insight rather than general statistical conclusions. A custom questionnaire created by the author and based on established sustainability frameworks served as the research tool. The two-month data collection phase took place in September and October of 2025. The timeline made it possible to plan on-site visits, conduct interviews (each lasted an average of 20 min each), and first recruit expert participants.

To investigate GM (general manager) perceptions of food waste management and sustainability procedures in Belgrade hotels, this exploratory expert-based study used a quantitative descriptive methodology. The research is conceptualized as an exploratory study, with the main goal of showing the opinions and perspectives of management regarding food waste in hotels, providing a basis for future, more complex, extensive and quantitative research in the field of food waste management in the hotel sector in Belgrade and other cities in Serbia. Practices, challenges, economics, sustainability, and food waste management were the main topics of discussion. Real-time communication, more question clarification, and a quicker response rate were all made possible by this approach. After receiving thorough descriptions of the study’s goals, participants gave their informed consent. Strict confidentiality and anonymity were used to safeguard respondents’ privacy.

Research Design

The mixed-methods pilot study’s objective was to obtain a basic understanding of hotel restaurants’ food waste control practices. Semi-structured interviews with hotel general managers were used to gather information. The interview methodology was divided into two sections: a structured section with Likert scale items to evaluate management practices and opinions of food waste, and a second section with open-ended questions intended to delve into managerial experiences. The Likert scale responses were evaluated using descriptive statistics to produce an ordered summary of managerial perceptions, while the interview responses offered qualitative insights into managerial practices and experiences. The quantitative component was only used for descriptive purposes and not for statistical generalization because of the study’s tiny sample size.

The study questionnaire used in this research was carefully designed by the author to assess hotel managers’ perceptions of food waste management practices and sustainability-related challenges. “Strongly disagree” (1) to “Strongly agree” (5) was the range of the scale. A thorough set of statements covering many facets of food waste and its effects on the hotel sector, such as practices and challenges in food waste management towards sustainability, were included in the questionnaire. Descriptive statistics, mean and standard deviation were used to summarize the answers to each of the ten questionnaire items. An overview of the central patterns and variability in participants’ perceptions was given by these statistics. The study has an exploratory character, and questionnaires serve as a preliminary assessment of managers’ perceptions food waste practices. This non-parametric correlation method was chosen due to the small sample size and ordinal nature of the data. In order to evaluate any potential disparities in perceptions between groups, the hotels were also categorized based on their cuisine typology (traditional, fusion and international). The purpose of these analytical techniques was to investigate if different managerial attitudes to sustainability and food waste reduction are correlated with different operational characteristics. SPSS software (version 29.0) was used for all statistical analysis. This combined descriptive and correlational approach guaranteed a thorough but methodologically straightforward assessment of the data, improving the study’s empirical robustness while preserving the interpretive clarity suitable for exploratory hospitality research. Given that this pilot study used a small sample size (n = 9), the analysis focused on descriptive statistics with the aim of identifying patterns of managers’ perceptions, rather than just inferential generalization. Due to the exploratory nature of the pilot study, the analysis focuses on the qualitatively oriented research perspective of general managers and not on broad statistical exploitation. The inclusion of different types of cuisine (traditional, fusion and international) as descriptive variables is based on the assumption that different culinary styles have different operational procedures and processes. Hotels with traditional cuisine often rely on a large amount of ingredients and locally sourced meat, with specific waste during preparation, while fusion and international hotel menus may include imported ingredients, varying complexity of the food supply chain, and different styles of food portioning. In this pilot study, these categories are used to ensure diversity of the general managers, not to compare results across groups.

4. Results

The results of the study on hotel management in Serbia will be examined and interpreted in this chapter. The results of the research represent a relevant insight into the existing food waste practices and challenges in hotels in Belgrade. Based on descriptive statistics, respondents generally show a positive attitude towards the importance of rational food management, but there is a pronounced inconsistency in the implementation of certain measures and policies.

To protect the privacy of the respondents, the general managers are labeled with numbers from 1 to 9. This prevents direct identification of specific individuals while still conveying the sense of numerous voices. Three general managers work in hotels where traditional food is prepared, only one general manager works in a hotel where international food is prepared, and five managers work in hotel facilities where fusion cuisine is prepared.

Regarding the size of the restaurants, it varies from small (<40 seats) to large (>60 seats). Of the nine hotels that are a prerequisite for the study, only two managers have a Michelin key background and only one manager has a Michelin plate background. To find executive-level decision-makers with over ten years of managing experience, a purposive expert sample technique was used.

Table 1. Study data (n = 9).

Role	Work Experience in Hotels (Years)	Cuisine (Type)	Hotel Restaurant Size: Small (<40) Medium (40–60) Large (>60)	Hospitality Recognition
General Manager 1	12	Traditional	Large	The Michelin plate
General Manager 2	15	Fusion	Medium	-
General Manager 3	18	Fusion	Large	The Michelin key
General Manager 4	17	Traditional	Medium	The Michelin key
General Manager 5	14	Traditional	Medium	-
General Manager 6	14	Fusion	Medium	-
General Manager 7	15	Fusion	Large	-
General Manager 8	12	Fusion	Small	-
General Manager 9	11	International	Medium	-

Source: Author calculation.

shows the highest values of mean scores that were recorded for claims related to the monitoring of waste and the identification of challenges in resource management (M = 4.14). These results indicate that in most catering facilities there is a developed awareness of the need for monitoring and control of waste, as well as that the management clearly recognizes the limitations related to the lack of time, staff and technical equipment. Such findings are in line with contemporary studies that highlight human and material resources as the biggest obstacles in the implementation of sustainability policies in gastronomy. On the other hand, the lowest average score was obtained with the statement “Employees are regularly trained to reduce food waste” (M = 1.80), which clearly shows that regular education of employees represents the weakest segment within the food waste management system.

This data is of particular importance because the knowledge and awareness of employees are directly related to daily operational decisions that affect the amount of waste. Insufficient training can lead to inefficient handling of food, improper storage and over-planning of production, all of which are reflected in the economic and environmental aspects of the business. At the same time, managements show a high level of awareness of corporate responsibility and the impact of sustainable practices on profitability (M = 3.80).

These results confirm that a positive business culture is gradually forming in the hospitality sector, which integrates the principles of sustainability and social responsibility. However, moderate values of standard deviations (SD between 0.44 and 1.32) indicate that there is some diversity in the attitudes of respondents, which may depend on the size of the facility, the number of employees, and the level of internal organization.

Descriptive analysis indicates a possible link between employee training methods and sustainability awareness. In hospitality research, mean values are commonly presented for the purpose of illustrating descriptive patterns, despite the ordinal character of Likert-type replies. Descriptive statistics were employed exclusively to detect response patterns in the exploratory expert-based pilot study; inferential generalization was not done. The descriptive analysis indicates a high level of managerial understanding of the environmental impact of the waste, as indicated in

Table 2. Descriptive analysis of managerial perceptions of food waste.

Items	Mean	St. d
There are clearly defined procedures for managing food waste within the hotel.	3.74	0.780
Food waste in hotels raises operating expenses and may have a detrimental effect on guest service fees.	3.37	1.060
Employees are regularly trained to reduce food waste.	1.80	0.833
Monitoring the amount of food waste is an integral part of our hotel operations.	4.14	0.810
The biggest challenge in food waste management is the lack of resources (time, staff, equipment).	4.14	1.121
Increased knowledge and instruction regarding food waste reduction can have a positive impact on sustainability.	3.49	1.324
Management believes that reducing food waste is an important part of corporate responsibility.	3.80	0.502
The financial costs of food waste management represent a significant obstacle to the implementation of sustainable practices.	3.80	0.443
The measures we implement to reduce food waste have a positive impact on the efficiency and profitability of our business.	3.80	0.502
Kitchen and service employees show a high level of awareness of the importance of reducing food waste.	4.03	0.747

Source: Author calculation.

. Although the standard deviation (SD) for employee training (SD = 1.32) indicates that different hotels utilize the statistics differently, the mean scores (M) show that managers place a high priority on monitoring. This disparity shows that although “awareness” is high, “operationalization” is still uneven among the institutions in the sample. In accordance with the accepted procedures in the exploratory pilot study, descriptive statistics (M and SD) are only utilized to detect response tendencies within this expert-based pilot sample.

The results indicate that the hotels managers show positive knowledge in the field of food waste management, but that additional measures are needed in the field of education, standardizatioSupplen of procedures and rationalization of resources. Strengthening internal policies, continuous training of employees and introduction of monitoring and reporting systems are key steps towards establishing a more sustainable and efficient food waste management system.

Cronbach’s alpha coefficients were determined for every construct in order to guarantee methodological transparency and assess the internal consistency of the research tool. These reliability indicators are shown in

Table 3. Reliability analysis of the research constructs.

Construct	Number of Items	Cronbach’s Alpha (α)
Sustainability Awareness	4	0.72
Employee Training	3	0.68
Perceived Profitability	3	0.74

Source: Author calculation.

, which serves as the basis of the descriptive analysis that follows. These coefficients are intrinsically unstable and should be seen as early measures of internal consistency because of the limited expert sample size (n = 9).

Cronbach’s alpha coefficients were calculated as an indicator of consistency for questionnaire constructs. Given the small sample size (n = 9), interpretation of the indicators should be cautious. In smaller cross-sectional studies, the obtained coefficients serve as inductive measures rather than as definitive tests of scale reliability. Accordingly, reliability results are presented primarily for methodological transparency and should not be interpreted as definitive measures of measurement stability. The scales’ internal consistency ranges from 0.68 to 0.74, according to the data shown in Table 3. These values are typically regarded as appropriate for exploratory pilot studies. However, these coefficients should be regarded as preliminary and suggestive due to the small sample size (n = 9). Despite the inherent instability of statistical measures in small-scale expert studies, they show that the questionnaire questions within each construct are logically connected, offering a solid foundation for the descriptive analysis that follows. The main research concerns of this exploratory pilot project are immediately addressed by the empirical results shown in Table 1, Table 2 and Table 3. The data collected and the examination of managerial awareness (RQ1), operational hurdles (RQ2), and the perceived economic repercussions of food waste management (RQ3) may all be clearly aligned thanks to this methodical presentation. Regarding RQ1, the results show that although managers are highly aware of food waste, their perception of environmental responsibility—rather than standard operating procedures—is what drives this knowledge. This supports the Upper Echelons Theory, which contends that a crucial filter for sustainability programs is managerial cognition. The analysis finds a lack in formal employee training in response to RQ2. The shift from awareness to practical, education-driven mitigation is still a significant operational obstacle in the Belgrade hotel industry, notwithstanding managers’ recognition of the issue. As for RQ3, the findings point to the need for improved financial tracking of waste-related losses, suggesting that managers view food waste management more as a cost-cutting strategy than as a direct source of profitability.

5. Discussion

Prevention and reduction, recycling, donation, composting, monitoring, enhancing ingredient procurement and storage, smart food sales, menu design, staff training, customer interaction, portion control, and service model modifications are all examples of hotel waste management techniques [34].

This exploratory pilot research study contributes to the limited body of knowledge on food waste in hotels in emerging economies. Although the research results are based on a small sample of management in Belgrade, they provide a basis for understanding management challenges and barriers. The study does not claim that the results and findings are generalizable, but it can serve as a preliminary framework for future research on sustainability in the Serbian hospitality industry. Hotel managers are aware of the financial and environmental effects of food waste, as evidenced by the high mean values for resource management and monitoring. Nonetheless, a gap between managerial understanding and operational practice is revealed by the low average score for employee training. This disparity is in line with earlier international research that highlights inadequate staff training as one of the primary obstacles to successful food waste prevention [35,36].

Management commitment and organizational capability are mutually reinforced, as seen by the favorable correlations found between sustainability awareness and employee training, as well as between operational issues and perceived profitability. Similar correlations have been found in European hospitality research, where leaders that prioritize sustainability typically make more systematic investments in digital monitoring systems and staff competency development [37,38]. These results corroborate the theory that managerial involvement in sustainability improves hospitality businesses’ financial stability and environmental performance [39,40].

Different types of cuisine are presented to capture the diversity of gastronomic operations in the hotel sector in Belgrade; however, the small sample size prevents formal conclusions on its impact on sustainability. Moreover, it provides a basis for future research aimed at examining how specific culinary requirements influence food waste reduction strategies. Fusion-oriented hotels showed awareness and training indicators, even if variations between hotel types were not statistically significant. This suggests that more modern and creative culinary ideas may be more receptive to implementing sustainability efforts. This result is consistent with research conducted in Scandinavia, where hotels have demonstrated greater flexibility in adopting circular food management systems and redistributive practices [41]. The study shows that a comprehensive strategy including operational uniformity, staff training, and managerial awareness is necessary for sustainable food waste management in the hotel industry. The lack of regulatory incentives and restricted access to specialized training make implementation more difficult in poor economy nations like Serbia. Waste reduction results could be enhanced by addressing these gaps with focused government initiatives, business collaborations, and academic engagement.

5.1. Theoretical Implications

Particularly in transitional tourism economies like Serbia, food waste management in the hospitality industry poses both an operational and a strategic leadership challenge. Preliminary understanding of how executive-level managers, in particular of Belgrade hotels, conceptualize food waste, sustainability obligations, and operational limitations is provided by this exploratory pilot study. The results show that general managers have a comparatively high level of awareness regarding the costs and environmental effects of food waste. However, there seems to be an uneven operational institutionalization of this awareness, particularly with regard to ongoing and structured employee training. Monitoring practices are more commonly acknowledged than preventive, education-based initiatives, suggesting that cognitive recognition of sustainability does not always translate into systematic organizational routines. Rather than testing the theory directly, the study employs it as an interpretive framework to understand how managerial perspectives may influence the importance of food waste practices. In this case, controlling food waste becomes more than just a technical resource control issue; it also reflects strategic framing and leadership orientation. From a practical standpoint, the findings suggest that hotels could benefit from more explicitly integrating sustainability into corporate governance frameworks, including formalized training initiatives, more detailed procedural guidelines, and interdepartmental communication channels. Although financial limitations are seen as barriers, operational sustainability may be gradually improved through the development of internal capabilities and leadership-driven dedication. The findings are exploratory and context-specific due to the purposive expert sample (n = 9). Instead of asserting statistical generalizability, they offer a preliminary analytical framework for further empirical research. To more thoroughly investigate the relationship between executive cognition and the structural and institutional factors that influence the implementation of sustainability, future research may use mixed-method or longitudinal designs, geographically broaden the sample, and include multi-level organizational perspectives. This study highlights the significance of coordinating managerial cognition with organized operational mechanisms to promote sustainable practice and provides initial empirical insight into the leadership dimension of food waste management in developing hospitality markets.

5.2. Practical Implications

The findings show a glaring disparity between structured employee training and managerial awareness. Despite the apparent institutionalization of food waste monitoring, systematic and ongoing staff training is still lacking. Therefore, hotel management boards might think about incorporating training modules on food waste into internal professional development initiatives. Reducing avoidable waste at the kitchen and service levels and enhancing operational consistency could be achieved by incorporating sustainability content into onboarding processes and recurring training sessions. Better internal cost-visibility mechanisms are required, as financial constraints are perceived as a barrier. More transparent waste tracking systems that measure the value of discarded raw materials and prepared meals in addition to disposal costs may be advantageous for hotels. Managerial commitment to sustainability initiatives may become more strategically anchored by converting food waste into quantifiable economic indicators.

The results show that rather than being a cross-departmental duty, food waste management is frequently presented as a monitoring task. Repositioning waste reduction as an integrated organizational goal rather than a stand-alone operational function may be facilitated by improving communication between executive management, kitchen leadership, and service teams. Industry associations and academic institutions could aid in the development of sector-specific guidelines, certification modules, or cooperative workshops centered on food waste mitigation, as the Serbian hospitality industry lacks standardized national training frameworks. Such programs could help spread information beyond the efforts of individual hotels and promote more sustainability alignment across the country’s hospitality sector. These implications offer practitioners who want to move from reactive waste control to more structured and leadership-driven sustainability implementation practical guidance, even though they are based on an exploratory expert sample. Hotels could also benefit from the implementation of more transparent and organized waste monitoring systems, which could be achieved through the monitoring of discarded food based on weight, the application of digital monitoring technologies in the kitchen, and the application of software such as Winnow that can be used to track the volume of food waste and the financial losses that occur as a result. This could enable hotel management to gain insights into the economic effect of food waste as operational indicators.

6. Conclusions

Food waste in the hospitality industry is a rising global issue that needs the cooperation of many stakeholders. The problem of food waste in the hospitality business is still poorly researched, particularly from the viewpoint of experts in the field, despite its political, socioeconomic, and environmental importance. This study highlights the growing significance of sustainability principles in the country’s hospitality industry by offering an exploratory look into food waste management procedures, difficulties, and managerial attitudes in Serbian hotels. The findings indicate that hotel managers exhibit a comparatively high level of awareness of the financial and environmental consequences of food waste; however, there is still a lack of operational translation of these principles, especially through ongoing employee training and procedural consistency. The results of this study point to an important limitation in the Serbian hospitality industry: since managers are aware of the environmental and financial consequences of food waste, the lack of standardized national training programs in food waste management is one of the weak points in the current system of sustainability. Without the support of industry- or national-level training programs, the implementation of food waste management practices depends on the internal policies of individual hotels. Therefore, the development of stronger training programs and professional education initiatives could be very important in the improvement of the implementation of food waste management in the Serbian hospitality industry.

The statistical patterns between perceived profitability, training frequency, and sustainability awareness show that management commitment is important in determining the general effectiveness and accountability of hotel operations. Notwithstanding budget constraints, the results indicate that developing organized instructional programs, enhancing management–staff communication, and fortifying internal waste monitoring systems could result in quantifiable environmental and financial gains. Practically speaking, the study shows how important it is for hotels to incorporate sustainability metrics into their strategic decision-making procedures. Hospitality practices can be aligned with the Sustainable Development Goals and promote the circular economy by establishing clear operating norms, designating sustainability coordinators, and working with regional suppliers and non-governmental organizations. The study contributes to the expanding corpus of theoretical research that connects operational effectiveness in hospitality management with sustainability leadership. Additionally, it emphasizes that reducing food waste is a comprehensive administrative task that considers organizational culture, corporate principles, and the opportunity for innovation. Despite the small sample size, the study lays the groundwork for further empirical research that may make use of bigger datasets, cross-national comparisons, and long-term tracking of hotel sustainability initiatives. Other developing tourism markets looking to strike a balance between economic expansion and environmental stewardship may find inspiration in the Serbian hotel sector’s implementation of methodical food waste management programs.

6.1. Study Limitation

The small sample of experts reflects the exploratory nature of the study. The instrument’s dependability could not be statistically confirmed using Cronbach’s alpha due to the comparatively small sample size (n = 9) and the use of aggregated descriptive data. However, the pattern of responses across items demonstrates coherent directionality, with consistent mean values and moderate standard deviations, indicating that the questionnaire’s internal consistency is adequate. It is advised that future research with bigger sample sizes use composite reliability tests to confirm the scale dependability.

6.2. Future Study Recommendations

Future studies should include greater numbers of hotels to get an even better picture of managers’ perceptions about food waste in hotels. Comparative analysis with other studies in Serbia can be conducted to explore the opinions of executive chefs and see if there are similarities and differences about food waste practices and challenges among the back-of-the-house staff. Also, future studies can last for longer periods of time. Longer studies might give a better understanding about food waste in hotels. All this future data can be used as a tool to create plans and structures for the prevention of food waste in regular businesses on a daily basis.