The article is devoted to the theoretical and practical foundations of innovative quality management in restaurant enterprises as a key factor in achieving sustainable development within the hospitality industry. The relevance of the research is determined by the growing influence of digitalization, environmental challenges, changing consumer behavior, and post-pandemic transformations on the functioning of hospitality enterprises. It is substantiated that traditional quality control models, which focus primarily on production or sanitary parameters, no longer meet the modern needs of guests and the business environment. Therefore, a transition to innovative, flexible and customeroriented systems is required. The study proposes a conceptual model of quality management that integrates four functional blocks: technological innovations, personnel management, guest experience and sustainable development. Each of these blocks is not only described in detail, but also substantiated through empirical research, including SWOT analysis, expert interviews and surveys among managers and restaurant owners. The model includes tools such as ERP systems, digital feedback platforms, CRM analytics, personalized mobile services and eco-initiatives like zerowaste and local sourcing. Special attention is paid to staff involvement in quality assurance and the formation of an internal culture of responsibility and innovation. An empirical study conducted among various formats of restaurant businesses in the Odesa region (fast casual, street food, boutique restaurants, catering companies, and restaurants at business centers) confirmed the effectiveness of the proposed model. Financial analysis showed an average revenue growth of 11.2%, a 9.5% reduction in waste and planning losses, and a 15–18% increase in repeat orders. Behavioral surveys revealed a rise in the Net Promoter Score from +34 to +52, with 72% of guests noting improved service quality. Additionally, 63% of employees expressed readiness to undertake microlearning to develop digital competencies. The development of the IQIS (Innovative Quality Index of Service) was an important outcome of the study. This composite index reflects a business’s ability to manage personalized service, sustainability, digital experience and customer satisfaction. The average IQIS in companies that adopted the model reached 7.6 out of 10, compared to 5.3 in the control group. The results of the research confirm that the implementation of innovative quality management not only improves internal business processes and guest satisfaction but also strengthens the overall competitive advantage and resilience of enterprises. The proposed model is flexible and can be adapted to the specifics of small businesses, network restaurants, or premium establishments. Future studies will focus on evaluating the scalability of the model and on developing sectoral standards for innovative quality in hospitality
Dyshkantiuk et al. (Wed,) studied this question.