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Assessment of Factors Influencing Digital Transformation in Hotels’
Facility Management in Abuja Metropolis, Nigeria
*Omotola Omowunmi AHAMIOJE and Adewale Rufai ADEDOKUN
Department of Estate Management, Lead City University Ibadan, Nigeria
*Corresponding Author
DOI: https://doi.org/10.51244/IJRSI.2025.120800142
Received: 09 Aug 2025; Accepted: 16 Aug 2025; Published: 15 September 2025
ABSTRACT
The hospitality industry in Nigeria faces increasing pressure to enhance operational efficiency and guest
satisfaction, yet many hotels struggle to fully integrate advanced digital technologies into facility management
(FM) practices. This gap is particularly evident in the Abuja Metropolis, where infrastructural limitations and
inconsistent adoption strategies constrain performance. Guided by the Technology Acceptance Model (TAM),
which emphasises perceived usefulness and ease of use as determinants of technology adoption, this study
examines the extent, influencing factors, and impact of digital transformation in hotel FM operations. A
quantitative survey design was employed, collecting data from 150 FM professionals across five purposively
selected hotels using structured questionnaires. Descriptive statistics, Relative Importance Index (RII),
Analysis of Variance (ANOVA), and linear regression were used to address the research objectives. The
findings reveal varying adoption levels: while high-speed internet and energy-efficient systems are widely
implemented, advanced solutions such as Internet of Things (IoT) devices and real-time communication tools
lag behind. Guest expectations (RII = 0.83–0.93) and technical support (RII = 0.82–0.91) emerged as the
strongest drivers of adoption, whereas cost and return on investment were less influential. Regression analysis
indicated that digital transformation significantly improved FM outcomes, explaining 83.3% to 89.3% of
variability in operational efficiency across hotels (p < .001). Nonetheless, interdepartmental communication
remained a persistent weakness. The study recommends strategic investment in advanced digital tools,
comprehensive digital transformation policies, and targeted staff training to optimise FM practices and
strengthen competitiveness in Abuja’s hospitality sector.
Keywords: Digital Transformation, Hotel Facilities, Facility Management, Operational Efficiency
INTRODUCTION
Facility management (FM) is a critical discipline that ensures the operational efficiency, safety, and comfort of
built environments through the strategic management of physical infrastructure (Barrett, 1995). In the
hospitality industry, FM plays a pivotal role in maintaining high-quality guest experiences by overseeing
maintenance, energy systems, security, and other operational functions. The advent of digital technologies,
including the Internet of Things (IoT), artificial intelligence (AI), cloud-based systems, and automation, has
ushered in a new era of digital transformation, fundamentally reshaping FM practices worldwide (Berger,
2021). These technologies enable hotels to optimise energy consumption, streamline maintenance processes,
enhance security, and improve guest satisfaction through personalised services. For instance, IoT-enabled
sensors can monitor energy usage in real time, while AI-driven analytics predict maintenance needs, reducing
downtime and costs (Atta & Talamo, 2020). This digital shift has become a cornerstone for competitive
advantage in the global hospitality sector, where operational efficiency and guest experience are paramount.
In Nigeria, the hospitality industry is experiencing significant growth, particularly in Abuja, the nation’s
capital, which serves as a hub for tourism, business, and diplomatic activities (Gumel et al., 2020). Abuja’s
hotels cater to a diverse clientele, including international travellers and government officials, necessitating high
standards of service and infrastructure. However, the adoption of digital technologies in FM within these hotels
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lags behind global trends, constrained by financial limitations, inadequate technological infrastructure, and a
lack of technical expertise (Oluwaseun et al., 2021). Many hotels in Abuja still rely on manual or semi-
automated systems for FM tasks, leading to inefficiencies such as high energy costs, delayed maintenance, and
suboptimal guest experiences (Alhassan et al., 2023). For example, the absence of integrated building
management systems (BMS) limits real-time monitoring of facilities, while resistance to change among staff
further impedes digital adoption (Okumus et al., 2017).
The potential of digital transformation to address these challenges is substantial. Technologies like cloud-based
property management systems (PMS) and IoT devices can enhance operational efficiency, reduce costs, and
improve sustainability, aligning with global trends towards environmentally conscious hospitality (Busulwa et
al., 2020). However, the extent to which Abuja’s hotels have embraced these technologies remains
underexplored, as does the impact of such adoption on FM practices. Moreover, factors influencing the
adoption of digital tools—such as guest expectations, technical support availability, and cost considerations—
require systematic investigation to understand their role in shaping FM strategies. The lack of comprehensive
research on digital transformation in Nigeria’s hospitality sector creates a knowledge gap, limiting the
development of evidence-based strategies to enhance FM practices. This study aims to fill this gap by
assessing the extent of digital transformation in FM practices within hotels in Abuja Metropolis, Nigeria.
Statement of the Problem
The hospitality industry in Abuja faces significant challenges in integrating digital technologies into FM
practices, despite its growth and increasing demand for enhanced guest experiences. Many hotels struggle with
operational inefficiencies, high maintenance costs, and outdated infrastructure, compounded by a technological
lag that undermines competitiveness (Alhassan et al., 2023). Digital solutions like IoT devices and building
management systems (BMS) promise improvements in energy efficiency, maintenance, and guest services, yet
financial constraints, limited technical expertise, and resistance to change hinder progress (Okumus et al.,
2017). Furthermore, limited research on digital transformation in FM within Nigeria’s hospitality sector
restricts understanding of its benefits and barriers. This study addresses these gaps by assessing the extent of
digital technology adoption, identifying influencing factors, and evaluating its impact on FM practices in
Abuja’s hotels. The aim of this study is to assess digital transformation in hotel facility management practices
in Abuja, Nigeria, to provide insights that enhance FM operations. The specific objective is to: identify the
factors influencing the adoption of digital technologies in facility management in the study area.
LITERATURE REVIEW
Digital Transformation
Digital transformation refers to the integration of digital technologies into an organisation’s operations,
fundamentally altering how it functions and delivers value (Bounfour, 2016). In the hospitality industry, digital
transformation involves adopting technologies such as IoT, AI, and cloud-based systems to enhance efficiency,
guest experiences, and sustainability. These tools enable real-time data analysis, predictive maintenance, and
personalised services, which are critical for competitive advantage (Busulwa et al., 2020). However, high
implementation costs and skill gaps pose challenges, particularly in developing countries like Nigeria
(Awosode & Ajayi, 2023).
Facility Management
Facility management (FM) encompasses the management of physical assets and infrastructure, including
maintenance, energy management, security, and space optimisation, to ensure optimal functionality
(International Facility Management Association, 2020). In hotels, FM is vital for maintaining guest satisfaction
through seamless operations. Effective FM ensures that facilities like HVAC systems, lighting, and security
meet operational and guest expectations, directly impacting service quality and cost efficiency (Barrett, 1995).
Relationship Between Digital Transformation and Facility Management
Digital transformation enhances FM by introducing tools that streamline operations and improve decision-
making. IoT devices enable real-time monitoring of energy usage and equipment performance, while AI
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predicts maintenance needs, reducing downtime (Atta & Talamo, 2020). Cloud-based PMS centralises data
management, improving coordination across departments. In hotels, these technologies enhance guest services
through smart room controls and digital signage, while also promoting sustainability through energy-efficient
systems (Kim & Shin, 2020). However, barriers such as cost, technical expertise, and organisational resistance
can limit their adoption, particularly in resource-constrained settings like Nigeria (Oluwaseun et al., 2021).
Theoretical Framework
The Technology Acceptance Model (TAM), developed by Davis (1989), provides a framework for
understanding technology adoption in FM. TAM posits that perceived usefulness and perceived ease of use
drive the intention to adopt technology, influencing attitudes and actual use (Ammenwerth, 2019). In this
study, TAM evaluates how FM professionals in Abuja’s hotels perceive digital tools’ utility and usability,
identifying barriers like perceived complexity or lack of training (Fedorko et al., 2018).
Empirical Review
Empirical studies highlight digital transformation’s impact on FM in hospitality. Kim and Shin (2020) reported
an 18% reduction in energy consumption in Korean hotels using IoT and BMS. Alrawadieh et al. (2021) found
that cloud-based PMS reduced operational costs by 15% and improved data efficiency by 20%. In Nigeria,
Awosode and Ajayi (2023) identified infrastructure and technical support as barriers to digital adoption. Guest-
facing technologies have enhanced satisfaction by 30% in digitally advanced hotels (Das, 2023), underscoring
the potential and challenges relevant to Abuja.
METHODS
This study adopted a quantitative research design, employing a survey method to collect data on digital
transformation in FM practices in Abuja’s hotels. This approach was chosen for its ability to provide
measurable insights into technology adoption, influencing factors, and impacts (Creswell, 2014). The study
targeted FM professionals and employees in hotels within Abuja Metropolis, Nigeria. A purposive sampling
technique selected five hotels (Ibeto Hotel, Tranquil Mews Hotel, Grand Cubana Hotel, Behere Boutique
Hotel, and Grand Pela Hotel) based on prominence and digital adoption levels. A total of 150 respondents were
surveyed. Data were collected using a structured questionnaire with sections on demographics, FM
characteristics, digital transformation extent, influencing factors, and impacts. A 5-point Likert scale (1 =
Strongly Disagree, 5 = Strongly Agree) was used. The instrument’s reliability was confirmed with a
Cronbach’s alpha of 0.82.
Data Presentation and Analysis
Descriptive statistics (means and standard deviations) assessed the extent and impacts of digital
transformation. The Relative Importance Index (RII) ranked influencing factors, with values closer to 1
indicating higher importance. ANOVA tested for differences in digital transformation across hotels, and linear
regression examined the relationship between digital transformation and FM practices. Statistical significance
was set at p < 0.05.
RESULTS AND DISCUSSION
Results
Table 1: Descriptive Statistics on Digital Transformation in Facility Management
Hotel
Digital Tool/Aspect
Mean
Standard Deviation
Ibeto Hotel
Energy Management
4.15
0.62
Guest Services
3.65
0.71
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Real-time Communication
2.45
0.83
Behere Boutique
Cloud-based PMS
4.10
0.59
IoT Devices
3.20
0.77
Real-time Communication
2.40
0.85
Tranquil Mews
IoT Devices
2.69
0.91
Energy Management
3.50
0.68
Real-time Communication
2.50
0.79
Grand Cubana
IoT Devices
2.55
0.88
Guest Services
3.40
0.74
Real-time Communication
2.48
0.81
Grand Pela
Inventory Management
4.30
0.55
Employee Satisfaction
4.26
0.60
Real-time Communication
2.54
0.80
Source: Authors’ field work 2025
Table 1 presents the descriptive statistics for digital transformation tools and aspects across selected hotels.
Overall, digital tools related to energy management and inventory systems recorded the highest mean scores,
suggesting greater levels of adoption and effectiveness in these areas. Specifically, Ibeto Hotel reported high
utilisation of energy management systems (M = 4.15, SD = 0.62), while Grand Pela showed strong
implementation of inventory management (M = 4.30, SD = 0.55) and employee satisfaction tools (M = 4.26,
SD = 0.60). In contrast, real-time communication tools consistently exhibited the lowest mean values across all
hotels, with means ranging from 2.40 to 2.54, indicating limited adoption or functional challenges in this
aspect. For example, Behere Boutique (M = 2.40, SD = 0.85) and Grand Cubana (M = 2.48, SD = 0.81) both
reflected relatively low usage of real-time communication technologies. IoT device integration varied
significantly. While Behere Boutique showed moderate adoption (M = 3.20, SD = 0.77), both Tranquil Mews
(M = 2.69, SD = 0.91) and Grand Cubana (M = 2.55, SD = 0.88) reflected lower engagement levels. Similarly,
guest service technologies received moderate ratings, with Ibeto Hotel (M = 3.65, SD = 0.71) and Grand
Cubana (M = 3.40, SD = 0.74) indicating somewhat consistent application. The observed standard deviations,
particularly for real-time communication and IoT devices, suggest greater variability in implementation across
the hotels, potentially due to infrastructural, financial, or managerial constraints.
Table 2: Extent of Digital Transformation (Objective 1)
Key Digital Tools
Mean Score
ANOVA Results
Energy Management, Guest Services
3.90
F = 2.107, p = 0.132
Cloud-based PMS, IoT Devices
3.65
Energy Management, IoT Devices
3.10
Guest Services, IoT Devices
2.98
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Inventory Management, Employee Satisfaction
4.28
Source: Authors’ Field work 2025
Table 2 summarises the mean scores for the extent of digital transformation across the selected hotels. Grand
Pela reported the highest level of digital transformation (M = 4.28), reflecting strong adoption of inventory
management and employee satisfaction systems. This was followed by Ibeto Hotel (M = 3.90), which
demonstrated substantial engagement with energy management and guest service technologies. Behere
Boutique showed moderate adoption (M = 3.65) of cloud-based PMS and IoT devices, while Tranquil Mews
(M = 3.10) and Grand Cubana (M = 2.98) recorded comparatively lower mean scores, indicating less extensive
integration of digital tools. The one-way ANOVA result (F = 2.107, p = .132) indicates that the differences in
mean scores across the hotels were not statistically significant at the 0.05 level. This suggests that, although
numerical variations exist in the extent of digital transformation, these differences are not large enough to
conclude that any particular hotel has achieved a significantly greater level of digital transformation than the
others in statistical terms.
Table 3: Factors Influencing Digital Transformation
Hotel
Factor
RII
ANOVA Results
Ibeto Hotel
Guest Expectations
0.86
F = 1.4243, p = 0.2414
Technical Support
0.85
Behere Boutique
Guest Expectations
0.83
Technical Support
0.82
Tranquil Mews
Guest Expectations
0.87
Industry Trends
0.78
Grand Cubana
Guest Expectations
0.93
Technical Support
0.91
Grand Pela
Guest Expectations
0.89
Industry Trends
0.90
Source: Authors’ Field work 2025
Table 3 presents the relative importance index (RII) scores for the factors influencing digital transformation
across the selected hotels. Guest expectations emerged as the most influential factor overall, with particularly
high RII values for Grand Cubana (RII = 0.93) and Grand Pela (RII = 0.89). This trend indicates that customer
demands for enhanced service quality, convenience, and personalisation strongly drive technological adoption
in facility management. Technical support was also identified as a key determinant, especially in Grand
Cubana (RII = 0.91) and Ibeto Hotel (RII = 0.85), highlighting the significance of adequate technical expertise,
system maintenance, and troubleshooting capabilities in sustaining digital transformation initiatives. Industry
trends exerted moderate influence, with notable scores in Grand Pela (RII = 0.90) and Tranquil Mews (RII =
0.78). This suggests that external pressures, competitive benchmarking, and sectoral innovations play a role,
though to a lesser extent than direct customer expectations and internal technical capacity. The one-way
ANOVA results (F = 1.4243, p = .2414) indicate no statistically significant differences in the influence of these
factors across the hotels. This implies that, despite variation in RII values, the underlying drivers of digital
transformation are relatively consistent within the sampled establishments.
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DISCUSSION
The findings of this study are closely aligned with existing scholarship on digital transformation and facility
management within the hospitality sector. Consistent with the observations of Kim and Shin (2020), the results
confirm that the integration of Internet of Things (IoT) technologies and Building Management Systems
(BMS) can deliver significant energy savings, thereby enhancing operational efficiency whilst supporting
environmental sustainability objectives. Similarly, the cost-saving benefits associated with the adoption of
advanced digital systems mirror those reported by Alrawadieh et al. (2021), who highlighted the financial
advantages of cloud-based Property Management Systems (PMS) in improving hotel performance.
Nevertheless, the relatively limited uptake of IoT in certain hotels reflects the infrastructural constraints
identified by Awosode and Ajayi (2023) within the Nigerian context. These constraints are often attributable to
irregular power supply, inadequate broadband connectivity, and the high costs associated with procuring and
maintaining sophisticated technological infrastructure. Such challenges hinder both the implementation of
innovative solutions and the realisation of their potential return on investment, thereby impeding the pace of
digital transformation in facility management.
The results further indicate that guest expectations serve as a primary impetus for technology adoption. This
finding corroborates Das’s (2023) emphasis on the strategic importance of guest-facing innovations such as
mobile check-in, smart room controls, and personalised service applications in sustaining competitiveness
within the hospitality industry. As guests increasingly prioritise convenience, personalisation, and seamless
service delivery, hotels are compelled to align their digital strategies with these evolving demands.
However, the study also revealed that weak communication systems remain a persistent operational barrier, a
challenge similarly identified by Okumus et al. (2017) in their examination of the impediments to effective
deployment of information technology projects in hotels. Inadequate interdepartmental communication,
insufficient staff training, and the absence of integrated management systems can undermine the effectiveness
of technological investments, even in cases where the requisite infrastructure is available.
From a theoretical perspective, these findings are congruent with the Technology Acceptance Model (TAM)
proposed by Davis (1989) and further developed by Fedorko et al. (2018). TAM posits that perceived
usefulness and perceived ease of use are central determinants of technology adoption. Within this context,
guest-facing technologies are perceived as highly useful due to their tangible impact on customer satisfaction,
whereas infrastructural deficiencies and communication inefficiencies diminish perceived ease of use, thereby
constraining adoption rates.
CONCLUSION AND RECOMMENDATIONS
Conclusion
Digital transformation significantly enhances FM practices in Abuja’s hotels, with widespread adoption of
foundational technologies like high-speed internet and energy-efficient systems. However, advanced tools such
as IoT and real-time communication systems are unevenly implemented, with Ibeto and Behere Boutique
hotels leading in digital maturity. Guest expectations, technical support, and industry trends are the primary
drivers of adoption, while cost and ROI are secondary considerations. The strong positive correlation between
digital transformation and FM efficiency (R² = 0.833–0.893) underscores its importance for operational
performance and competitiveness. Addressing gaps in communication systems and ensuring uniform adoption
across departments are critical for maximising benefits.
Recommendations
Invest in Advanced Digital Tools: Hotels should prioritise investments in IoT, AI, and cloud-based systems to
enhance FM efficiency and guest satisfaction.
Develop Comprehensive Digital Strategies: Hotels must implement holistic strategies to standardise digital
adoption across departments, addressing gaps in communication and housekeeping systems.
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Enhance Staff Training: Continuous training programmes should be introduced to improve employees’ digital
skills and reduce resistance to technology adoption.
Strengthen Technical Support: Hotels should ensure robust technical support and maintenance systems to
sustain digital infrastructure reliability.
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