<?xml version="1.0" encoding="UTF-8"?>
<!DOCTYPE article PUBLIC "-//NLM//DTD JATS (Z39.96) Journal Publishing DTD v1.2 20190208//EN"
  "https://jats.nlm.nih.gov/publishing/1.2/JATS-journalpublishing1.dtd">
<article xmlns:xlink="http://www.w3.org/1999/xlink"
         article-type="original-research-article">

  <front>
    <journal-meta>
      <journal-id journal-id-type="publisher-id">JCARM</journal-id>
      <journal-title-group>
        <journal-title>Journal of Contemporary Academic Research and Methodologies</journal-title>
        <abbrev-journal-title>JCARM</abbrev-journal-title>
      </journal-title-group>
            <issn pub-type="epub">3139-7247</issn>
            <publisher>
        <publisher-name>Ivory and Finch Publishers</publisher-name>
      </publisher>
    </journal-meta>

    <article-meta>
      <article-id pub-id-type="doi">10.5281/zenodo.21357261</article-id>
      <article-id pub-id-type="publisher-id">JCARM_JUL_26_004</article-id>

      <article-categories>
        <subj-group subj-group-type="heading">
          <subject>Original Research Article</subject>
        </subj-group>
      </article-categories>

      <title-group>
        <article-title>FACILITY MANAGEMENT DIGITALIZATION AND SERVICE QUALITY IN OGOJA&#039;S HOTELS: A TECHNOLOGY ACCEPTANCE PERSPECTIVE</article-title>
      </title-group>

      <contrib-group>
        <contrib contrib-type="author">
          <name>
                        <surname>E. ABUA (PhD)</surname>
            <given-names>NTAMU</given-names>
          </name>
                    <aff>Institute Of Health Science, Research and Administration Nigeria, Obudu, Cross River State, Nigeria</aff>
          <email>abuantamu83@accessbankplc.com</email>
        </contrib>
                                          <contrib contrib-type="author">
              <name>
                                <surname>S. OKWOCHE (PhD)</surname>
                <given-names>AJOMA</given-names>
              </name>
                                          <aff>Department of Hospitality and Tourism Management, University of Cross River State</aff>
                          </contrib>
                                              <contrib contrib-type="author">
              <name>
                                <surname>CHRISTOPHER LIFU (PhD)</surname>
                <given-names>ODEY</given-names>
              </name>
                                          <aff>Department of Hospitality and Tourism Management, University of Cross River State</aff>
                          </contrib>
                                    </contrib-group>

            <pub-date pub-type="epub">
        <day>10</day>
        <month>07</month>
        <year>2026</year>
      </pub-date>
      <volume>1</volume>
      <issue>5</issue>
      
      
            <self-uri xlink:href="https://doi.org/10.5281/zenodo.21357261"/>
      
      <abstract>
        <p>This study investigated the relationship between facility management digitalization and service quality in selected hotels within Ogoja, Cross River State, Nigeria, using the theoretical lens of the Technology Acceptance Model (TAM). Specifically, the study examined how the perceived usefulness and perceived ease of use of digitalized reservation systems, automated smart room controls, and digital maintenance scheduling platforms affect the dimensions of hospitality service quality (tangibles, reliability, and responsiveness). A descriptive survey research design was utilized. Structured questionnaires were administered to a sample of 384 respondents, comprising hotel frontline staff, facility managers, and frequent guests across registered hospitality establishments in Ogoja. Data analysis was carried out using descriptive statistics, Pearson product-moment correlation, and multiple linear regression analysis via SPSS version 27. The main findings revealed that the digitalization of facility management systems has a positive and statistically significant effect on hotel service quality. Perceived usefulness of smart property management systems emerged as the strongest predictor of reliability and responsiveness in service delivery. Furthermore, the perceived ease of use of maintenance scheduling applications significantly minimized facility downtime, thereby elevating the tangible quality of the hospitality environment. The study concluded that operational digitalization is a critical strategic imperative for rural and semi-urban hospitality sub-sectors aiming to optimize resource allocation and enhance customer retention. Based on these findings, it is recommended that hotel owners in Ogoja invest in scalable, user-friendly facility management applications, organize continuous digital literacy training for operational staff, and establish hybrid power alternatives to mitigate localized infrastructural challenges that disrupt digital service delivery.</p>
      </abstract>

            <kwd-group kwd-group-type="author-keywords">
                <kwd>Facility Management</kwd>
                <kwd>Digitalization</kwd>
                <kwd>Service Quality</kwd>
                <kwd>Technology Acceptance Model</kwd>
                <kwd>Hospitality Operations</kwd>
                <kwd>Ogoja Hotels.</kwd>
              </kwd-group>
      
      <history>
        <date date-type="received">
          <day>01</day>
          <month>07</month>
          <year>2026</year>
        </date>
                <date date-type="accepted">
          <day>05</day>
          <month>07</month>
          <year>2026</year>
        </date>
              </history>

      <permissions>
        <copyright-statement>Copyright &copy; 2026 by the authors</copyright-statement>
        <license license-type="open-access">
          <license-p>This article is distributed under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.</license-p>
        </license>
      </permissions>

    </article-meta>
  </front>

    <back>
    <ref-list>
      <title>References</title>
                      <ref id="ref-1">
          <mixed-citation>Abua, N. E. (2024). Social marketing dynamics and macroeconomic transformation in emerging markets. Academic Press.</mixed-citation>
        </ref>
                              <ref id="ref-2">
          <mixed-citation>Agbaje, T. S., &amp;amp; Ojo, M. O. (2023). Digital transformation and customer retention in the Nigerian service sector. Journal of Digital Marketing Studies, 7(4), 201–218.</mixed-citation>
        </ref>
                              <ref id="ref-3">
          <mixed-citation>Akpan, P. L. (2021). Tourism development in Nigeria: Post-pandemic paths to economic diversification. Nigerian Journal of Economic Development, 29(3), 78–95.</mixed-citation>
        </ref>
                              <ref id="ref-4">
          <mixed-citation>Alavi, S., &amp;amp; Rezaei, M. (2022). Service quality assurance as a risk mitigation strategy in post-crisis international travel. International Journal of Hospitality Management, 102, Article 103142.</mixed-citation>
        </ref>
                              <ref id="ref-5">
          <mixed-citation>Atkin, B., &amp;amp; Brooks, A. (2021). Total facility management (5th ed.). John Wiley &amp;amp; Sons.</mixed-citation>
        </ref>
                              <ref id="ref-6">
          <mixed-citation>Bagozzi, R. P. (2020). Issues in the application of structural equation modeling in consumer research. Journal of Consumer Affairs, 54(3), 915–933.</mixed-citation>
        </ref>
                              <ref id="ref-7">
          <mixed-citation>Barrett, P., &amp;amp; Baldry, D. (2019). Facilities management: Towards best practice (3rd ed.). Blackwell Publishing.</mixed-citation>
        </ref>
                              <ref id="ref-8">
          <mixed-citation>Bitner, M. J., &amp;amp; Zeithaml, V. A. (2021). Services marketing: Integrating customer focus across the firm (8th ed.). McGraw-Hill Education.</mixed-citation>
        </ref>
                              <ref id="ref-9">
          <mixed-citation>Buhalis, D. (2022). Strategic use of information technologies in tourism and hospitality marketing. Tourism Management, 90, Article 104473.</mixed-citation>
        </ref>
                              <ref id="ref-10">
          <mixed-citation>Chon, K., &amp;amp; Shin, H. (2021). Hospitality industry recovery strategies from COVID-19: A service-dominant logic perspective. International Journal of Hospitality Management, 99, Article 103071.</mixed-citation>
        </ref>
                              <ref id="ref-11">
          <mixed-citation>Cochran, W. G. (1977). Sampling techniques (3rd ed.). John Wiley &amp;amp; Sons.</mixed-citation>
        </ref>
                              <ref id="ref-12">
          <mixed-citation>Cronin, J. J., &amp;amp; Taylor, S. A. (2018). Measuring service quality: A reexamination and extension. Journal of Marketing, 56(3), 55–68.</mixed-citation>
        </ref>
                              <ref id="ref-13">
          <mixed-citation>Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340.</mixed-citation>
        </ref>
                              <ref id="ref-14">
          <mixed-citation>Davis, F. D., Bagozzi, R. P., &amp;amp; Warshaw, P. R. (1992). User acceptance of computer technology: A comparison of two theoretical models. Management Science, 35(8), 982–1003.</mixed-citation>
        </ref>
                              <ref id="ref-15">
          <mixed-citation>Eke, C. U., &amp;amp; Nwokorie, E. C. (2022). Domestic tourism consumption trends in Nigeria: Evaluating the impact of mobility restrictions. Journal of Tourism and Leisure Studies, 8(1), 33–50.</mixed-citation>
        </ref>
                              <ref id="ref-16">
          <mixed-citation>Fornell, C., &amp;amp; Larcker, D. F. (2019). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.</mixed-citation>
        </ref>
                              <ref id="ref-17">
          <mixed-citation>George, B., &amp;amp; Wooden, R. (2021). Crisis management and resilience strategies for tourism destinations in developing economies. Journal of Hospitality &amp;amp; Leisure Marketing, 19(4), 310–328.</mixed-citation>
        </ref>
                              <ref id="ref-18">
          <mixed-citation>Hair, J. F., Black, W. C., Babin, B. J., &amp;amp; Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning.</mixed-citation>
        </ref>
                              <ref id="ref-19">
          <mixed-citation>Ibrahim, K. B. (2023). Promotional incentives and consumer choice within the Nigerian domestic aviation industry. Journal of Transport and Hospitality Research, 11(2), 89–104.</mixed-citation>
        </ref>
                              <ref id="ref-20">
          <mixed-citation>Inah, E. U. (2024). Institutional frameworks and marketing optimization in Nigerian tertiary organizations. Journal of Management and Public Policy, 15(1), 12–28.</mixed-citation>
        </ref>
                              <ref id="ref-21">
          <mixed-citation>Kim, Y. H., &amp;amp; Kim, M. C. (2021). The role of safety assurance policy in restoring tourist confidence post-epidemic. Tourism Management Perspectives, 38, Article 100812.</mixed-citation>
        </ref>
                              <ref id="ref-22">
          <mixed-citation>Kotler, P., &amp;amp; Keller, K. L. (2022). Marketing management (16th ed.). Pearson Education.</mixed-citation>
        </ref>
                              <ref id="ref-23">
          <mixed-citation>Lawal, M. O. (2022). Tourist destination choice models in West Africa: A service marketing perspective. African Marketing Review, 13(3), 167–184.</mixed-citation>
        </ref>
                              <ref id="ref-24">
          <mixed-citation>Lovelock, C., &amp;amp; Wirtz, J. (2021). Services marketing: People, technology, strategy (9th ed.). World Scientific Publishing.</mixed-citation>
        </ref>
                              <ref id="ref-25">
          <mixed-citation>Mbanefo, C. A. (2023). Regulatory compliance and consumer protection policies in Nigeria&#039;s hospitality infrastructure. Nigerian Law and Business Journal, 31(2), 45–62.</mixed-citation>
        </ref>
                              <ref id="ref-26">
          <mixed-citation>Nunally, J. C., &amp;amp; Bernstein, I. H. (2014). Psychometric theory (3rd ed.). McGraw-Hill.</mixed-citation>
        </ref>
                              <ref id="ref-27">
          <mixed-citation>Nwosu, B., &amp;amp; Ibe, G. (2021). Assessing the vulnerability and structural resilience of hotel business operations in Nigeria. International Journal of Hospitality Administration, 22(4), 415–436.</mixed-citation>
        </ref>
                              <ref id="ref-28">
          <mixed-citation>Obinna, S. C. (2023). Digital payment ecosystems and structural ease of consumption in contemporary Nigeria. Journal of Banking and Electronic Commerce, 9(1), 74–91.</mixed-citation>
        </ref>
                              <ref id="ref-29">
          <mixed-citation>Okpara, J. O. (2022). Strategic marketing capabilities and performance of small and medium hospitality enterprises in developing markets. Journal of African Business, 23(2), 241–259.</mixed-citation>
        </ref>
                              <ref id="ref-30">
          <mixed-citation>Olusola, O. A., &amp;amp; Babatunde, E. (2024). Public policy intervention and tourism market stabilization in post-crisis recovery. Journal of Public Policy and Marketing, 43(2), 180–196.</mixed-citation>
        </ref>
                              <ref id="ref-31">
          <mixed-citation>Parasuraman, A., Zeithaml, V. A., &amp;amp; Berry, L. L. (2018). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12–40.</mixed-citation>
        </ref>
                              <ref id="ref-32">
          <mixed-citation>Roper, K. O., &amp;amp; Payant, C. F. (2022). The facility manager&#039;s guide to finance and budgeting (2nd ed.). Amacom.</mixed-citation>
        </ref>
                              <ref id="ref-33">
          <mixed-citation>Taiwo, A. K. (2023). Re-engineering the domestic tourism product offering through service marketing strategies. Nigerian Journal of Marketing, 12(1), 55–71.</mixed-citation>
        </ref>
                              <ref id="ref-34">
          <mixed-citation>Udo, I. A. (2022). Traffic regulatory adherence and spatial consumer movement in coastal Nigerian destinations. Journal of Environmental and Destination Management, 6(3), 112–126.</mixed-citation>
        </ref>
                              <ref id="ref-35">
          <mixed-citation>Usang, N. J. (2023). Public policy frameworks and non-oil sector revenue growth paths in post-crisis Nigeria. Journal of Economic Studies, 40(4), 321–339.</mixed-citation>
        </ref>
                              <ref id="ref-36">
          <mixed-citation>Vargo, S. L., &amp;amp; Lusch, R. F. (2018). Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1–10.</mixed-citation>
        </ref>
                              <ref id="ref-37">
          <mixed-citation>Venkatesh, V., &amp;amp; Bala, H. (2008). Technology acceptance model 3 and a research agenda on interventions. Decision Sciences, 39(2), 273–315.</mixed-citation>
        </ref>
                              <ref id="ref-38">
          <mixed-citation>Venkatesh, V., Morris, M. G., Davis, G. B., &amp;amp; Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27(3), 425–478.</mixed-citation>
        </ref>
                              <ref id="ref-39">
          <mixed-citation>Wang, Y., &amp;amp; Zhang, Q. (2021). Integrated marketing communication strategies for destinations undergoing unexpected crisis recovery. Annals of Tourism Research, 89, Article 103214.</mixed-citation>
        </ref>
                              <ref id="ref-40">
          <mixed-citation>Williams, A. M., &amp;amp; Baláž, V. (2021). Tourism risk, perceived danger and consumer behavior: A post-pandemic conceptualization. Tourism Review, 76(4), 805–821.</mixed-citation>
        </ref>
                              <ref id="ref-41">
          <mixed-citation>Wirtz, J., &amp;amp; Zeithaml, V. (2023). Cost-effective service excellence in modern hospitality management. Journal of Service Management, 34(2), 213–235.</mixed-citation>
        </ref>
                              <ref id="ref-42">
          <mixed-citation>Yusuf, S. O., &amp;amp; Bello, A. M. (2022). Evaluating customer-centric marketing policies within the cultural heritage zones of Northern Nigeria. Journal of Cultural Heritage Marketing, 5(2), 88–103.</mixed-citation>
        </ref>
                              <ref id="ref-43">
          <mixed-citation>Zhang, J., &amp;amp; Xie, C. (2021). Impact of contactless service infrastructure on tourist trust and behavioral intentions. Journal of Hospitality Marketing &amp;amp; Management, 30(6), 675–696.</mixed-citation>
        </ref>
                              <ref id="ref-44">
          <mixed-citation>Zubairu, M. K. (2024). E-ticketing infrastructure deployment and the transformation of urban tourism networks in Nigeria. African Journal of Information Systems and Technology, 16(1), 44–61.</mixed-citation>
        </ref>
                              <ref id="ref-45">
          <mixed-citation>Assaf, A. G., &amp;amp; Scuderi, R. (2020). COVID-19 and the recovery of the tourism industry. Journal of Travel Research, 59(4), 731–733.</mixed-citation>
        </ref>
                  </ref-list>
  </back>
  
</article>
