Abstract
This study examined how sustainable food waste practices influence the performance of 4- and 5-star hospitality establishments in Kenya, highlighting management support as a key moderating factor. Effective food waste management is vital for sustainable hospitality, yet its impact on organisational performance, especially in developing countries, remains unclear. Using the Triple Bottom Line and Balanced Scorecard frameworks, the study employed a mixed-methods approach combining pragmatic and explanatory strategies. The study gathered data from 135 hotel staff through questionnaires and supplemented them with interviews with 11 food and beverage managers and an officer from Ecotourism Kenya. Quantitative analysis included descriptive and inferential statistics, while content analysis provided qualitative insights. Results showed that sustainable food waste management had a negative, non-significant direct effect on organisational performance (? = ?0.056, p = 0.115). However, management support significantly moderated this relationship (? = 0.077, p = 0.031), highlighting the importance of leadership in improving waste management practices. Qualitative findings indicated that hotels used strategies such as demand forecasting, portion control, first-in, first-out inventory, food donations, composting, recycling, and converting waste into animal feed, all of which enhanced resource efficiency and sustainability. The study concludes that food waste management alone cannot improve organisational performance without strong managerial support and integrated systems. This research advances hospitality sustainability by emphasising the critical role of management support in turning waste management activities into better performance outcomes.