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As the most disruptive technologies, Artificial Intelligence (AI) has been considered as a reliable tool in processing data to enhance business performance. Along with the increasing amount of data generated through online activities by customers, various hospitality companies have been investing in AI-powered solutions to be able to have better understanding about their customers and provide the relevant service to them accordingly. Despite knowing the impact on the customer service orientation, little is known about the impact of AI on the business process of a hospitality company. This paper explores the impact of the adoption of the AI on the business process of a hospitality company to have a better understanding of the extent of particular part of the business process that would benefit from the adoption of AI. It is apparent that Revenue Management and Marketing are the parts of business process within the hospitality industry that would have more positive impact on the adoption of AI. While AI-based marketing would be able to identify and target effectively high-value consumers, revenue management would be able to determine the right pricing strategy in real time due to the vast amount of available data and subsequently would have positive impact on the financial performance of the hospitality company.

In this chapter, we explore the theory of Strategy-as-Practices (S-as-P) (Jarzabkowski & Spee, 2009; Satyro, Sacomano, Contador, Almeida, & Giannetti, 2017), by looking into praxis, practices and practitioners, for better understanding how sustainability can be seen as part of the competitive advantage achieved by an integrated business strategy.

The United Nations has formulated the importance of the Sustainable Development Goals. Within the tourism and hospitality industry, although governmental organizations continue to play an important role for these initiatives, increasing number of industrial stakeholders are contributing by having sustainable oriented goals integrated in their business strategy. Traditionally, companies incorporate Corporate Social Responsibility programmes into their business strategy (Frynas & Yamahaki, 2016). However, these corporate responsibility programmes have not always been integrated as part of their strategic development. Moreover, due to the absence of the clear strategic sustainable goals, these corporate responsible practices lead to unclear integration of stakeholders' roles and their impacts to the industry.

Several theoretical approaches are possible to analyses the behaviour of practitioners leads to sustainable practices (Satyro et al., 2017). With this chapter, we show how S-as-P theory can be used in analyzing the implementation of corporate responsibility within business strategies the hospitality industry.