Organizational antecedents and competitive consequences of environmental proactivity in the hotel industry

This research simultaneously examines the influence of organizational design variables (specialization, decentralization, formalization, link mechanisms, and informal social relations) on environmental proactivity, and the impact of this environmental proactivity on the competitiveness of hotels. The joint analysis of causes and consequences of environmental proactivity, and the relationship between organizational design and environmental management are topics that have rarely been explored in the literature. Using structural equation modeling methodology, a model is empirically tested using a survey instrument that was distributed to hotels in Spain. The findings indicate that specialization, formalization, link mechanisms, and informal social relations are effective coordination mechanisms to foster environmental proactivity. Moreover, the most effective way of encouraging the implementation of environmental practices is formalization. The findings also show that environmental proactivity contributes to improving competitive advantage in terms of both cost and differentiation.     

Hotel employees’ perceptions on corporate social responsibility: The case of Hong Kong

This study examines the perceived importance of corporate social responsibility (CSR) attributes of Hong Kong hotel employees and their hotels’ performance on those attributes, and to determine underlying performance factors that ultimately lead to the perceived overall CSR effectiveness of hotels. The importance–performance analysis results show that Hong Kong hotels generally performed well on 17 out of the indicated 30 CSR attributes. Furthermore, the attribute “promote innovation in products and services” was considered to be overkill, and another attribute, “demonstrates a commitment to the environment,” requires the immediate attention of hotels. Six performance factors were extracted and Hong Kong hotels performed best in the area of finance. The factors “state of affairs” and “novelty” positively and significantly affected employees’ perceived overall CSR effectiveness of their hotels. Almost 70% of the respondents agreed that Hong Kong hotels had been effective in carrying out their CSR. Hotels in Hong Kong should find our study results helpful in pinpointing CSR attributes considered of various importance and performance levels from the perspective of one of their important stakeholders, their employees. In particular, the relatively low awareness toward the environment of both the employees and the hotels should alert the hotel management to invest greater efforts in environmental protection.     

Levels of quality and environmental management in the hotel industry: Their joint influence on firm performance

Many studies have examined quality management and environmental management separately. This paper analysed the commitment to quality and environmental management at the same time, and their separate and joint effects on hotel performance. The empirical data were collected from a sample of 301 3-to-5-star Spanish hotels. A cluster analysis was carried out to identify the levels of commitment to quality and the environment. Then, ANOVA and regression analysis tested the quality and environmental commitment levels-performance link. Three levels of quality and environmental commitment have been identified. The findings showed that the commitment to quality and environmental practices influences hotel performance.     

Environmental management decision-making in certified hotels

This paper analyses environmental decision-making against two axes, motivations and decision-making processes, to understand the reasons for pro-environmental behaviour by the managements of Spanish Eco-management and Audit Scheme (EMAS)-certified hotels. Mixed methods were used to study perceptions of EMAS and reasons for being certified, with current and lapsed EMAS-certified firms triangulated against expert interviews and documentary evidence. Four groups of hotels were differentiated: Strategic hotels (22%) (with high levels of integrated environmental management), Followers (48%), Greenwashers (11%) and Laggers (19%) (with low levels of integrated environmental management). Most hotels were found to be internally driven in their purpose and ad hoc in their decision-making, with limited understanding of externally driven benefits and motivation for more systematic management systems. This questions the success of EMAS as both a continuous improvement management and as a market-based regulation tool for hotels. Few hotels overall related high environmental standards to the possibilities of gaining market advantage: most wished to avoid legal challenges. The paper also illustrates the ways in which hotels opportunistically switch certification systems to get what they see as a better deal.     

Does Triple Bottom Line reporting improve hotel performance?

Triple Bottom Line (TBL) reporting is a comprehensive approach to achieve sustainability as it integrates reporting on environmental, social and financial issues. While society is pushing hotels to increase their commitment to TBL reporting, opinions are divided as to whether TBL reporting affects hotel performance. The present study uses the Data Envelopment Analysis (DEA) method to address this important question. Our results, based on a sample of Slovenian hotels, support the hypotheses that more extensive reporting on environmental, social and financial issues lead to better hotel performance. We show that reporting on environmental issues has a slightly higher impact on performance than reporting on social and financial issues. We discuss the implications of the study and provide directions for future research.     

Drivers of environmental innovation in Majorcan hotels

Using a database of Majorcan hotels, this paper examines several previously untested determinants of environmental innovations in hotels derived from the Porter hypothesis and from the specifics of knowledge transfer in the tourism industry. The empirical analysis is original in that it distinguishes between eight types of environmental innovations. The results show that hotels’ general predisposition to implement innovations, manager remuneration based on environmental performance, staff satisfaction, environmental accounting, and trainings are important determinants of the overall environmental innovation activity of Majorcan hotels. Moreover, the use of environmental management systems is associated with innovations with cost-saving potential, whereas the hotel star category is associated with innovations that contribute to hotel quality, such as wastewater treatment, noise reduction, noise isolation, and visual impact improvements. Furthermore, high levels of staff satisfaction are related to the implementation of water-saving and noise reduction innovations, as such innovations require staff participation, whereas the role of information sources in explaining innovation adoption varies based on the technical complexity of innovations. The paper concludes with policy implications for sustainable tourism development, recommendations for the hoteliers, and directions for future research.     

Determinants of hotels’ environmental performance: Evidence from the hotel industry in Accra,Ghana

This study explores the factors that account for the environmental performance of hotels in the special context of a developing country, Ghana. It also examined the socio-demographic characteristics of managers and organizational characteristics that determine the environmental performance of Ghanaian hotels. A stratified random sampling method was employed to survey 200 hotel managers from different categories of hotels in Accra. Ninety-four per cent were independent, and Ghanaian-owned. Sixty-seven per cent had fewer than 20 rooms; only 45 had more than 100 rooms. Only 11.6% were affiliated to foreign multinational companies in any way. Six key factors that accounted for the environmental performance were extracted from a factor analysis. They included, in order of most practised, the environmental education and training for staff, measures to support for the host community, conservation project support, compliance with environmental regulations, waste management, and voluntary programmes. A hierarchical multiple regression analysis indicated that larger size and better class of hotels, as well as those with membership of the national hotel trade association, had better environmental performance as did hotels with better paid managers. Affiliation to foreign multinational chains did not predict better performance. A series of suggestions are made to improve the environmental performance of Ghana's hotels.     

How managerial ties affect hotels’ proactive environmental practices in China: The contingent role of institutional environments

Despite the increasing attention of environmental management in the hotel industry, few studies have examined how managerial ties impact hotels’ adoption of proactive environmental practices (PEPs) in China. Drawing on institutional theory, this study develops a model that investigates the differential effects of political ties and business ties on PEPs in the presence of important institutional factors. Using a primary survey and multiple secondary datasets on 190 Chinese hotels, we find that political ties inhibit a hotel’s adoption of PEPs whereas business ties facilitate PEPs. Moreover, advanced legal development and high levels of regional pollution reduce the impacts of both political ties and business ties on PEPs. We also test the relationship between PEPs and hotels’ financial performance. These findings provide novel insights into how managerial ties shape a hotel’s strategic behaviors for environmental protection under the influence of institutional environments in emerging economies.     

Hotel environmental management initiative (HEMI) scale development

Owing to a lack of construct reliability and validity of environmental management measurements, advancements in understanding hotels’ environmental management practices have been somewhat limited. The goal of this paper is to propose a uniform and parsimonious scale that captures Hotels’ Environmental Management Initiative (HEMI) with the most common three dimensions in the hotel industry: environmental resource conservation efforts, environmental policy and training, and environmental public relation efforts. After the refinement of the initial items, the scale was confirmed with cross-cultural data obtained from full-time hotel employees in two Asian countries. The twenty-one item HEMI scale demonstrated a satisfactory level of content, convergent, discriminant, cross, and criterion-related validity. The proposed HEMI scale will serve as a useful tool for future hospitality scholars who would like to further explore the impact of hotels’ environmental management initiatives on employees’ attitudes and behaviors toward the environment and their environmental performance.     

Solid waste management in small hotels: a comparison of green and non-green small hotels in Wales

Solid waste generation and disposal is one of the most negative impacts of small hotels on the environment. Small hotels often pay little attention to their environmental responsibilities. This research builds upon an earlier work by the same authors considering solid waste management (SWM) issues in small Welsh hotels. It considers the Welsh Assembly Government's Green Dragon Environmental Standard (GDES) as an environmental management system developed specifically to target small and medium-sized enterprises and help them with aspects of environmental management, such as SWM. It explores SWM practices in green (i.e. GDES-accredited) and non-green small hotels and develops a best practice SWM model for them. Semi-structured interviews were used to investigate hoteliers’ attitudes and the barriers to implement sustainable SWM practices. The findings revealed that most non-GDES small hotels were highly reliant on landfill for the disposal of solid waste and felt negatively about the implementation of more sustainable SWM alternatives. In contrast, GDES small hotels used landfill as a last resort and targeted other waste hierarchy options in preference. The study develops a best practice model for policymakers (local authorities and UK central government) to influence and encourage better SWM practices in small hotels.     

The role of green human resource management in driving hotel’s environmental performance: Interaction and mediation analysis

Previous studies have paid little attention to the links between green human resource management (GHRM) and environmental performance, especially examining an interaction and mediation analysis in the hospitality management. Therefore, the study bridges this research gap by extending the Ability-Motivation-Opportunity theory to explore the direct, indirect, and interactive roles of GHRM practices. A survey of 220 respondents at hotels suggests that: (1) training and employee involvement are critical tools in directly stimulating employee commitment and organisational citizenship behaviour towards the environment (OCBE), and hotels’ environmental performance; (2) OCBE plays an essential role in mediating the effects of training and performance management on environmental performance; and (3) the vital interaction of training and employee involvement significantly strengthens environmental performance. However, unexpected results are found: (1) performance management is an unimportant consideration in analysis of direct and interactive influences and (2) employee environmental commitment does not mediate the GHRM-environmental performance relationship.     

Hotel Employees' Perception of Green Practices

This study examined how hotel employees perceive green practices. Data was collected from 220 employees working in eight green certified hotels in Orlando, Florida. Study results from an importance–performance analysis revealed that the surveyed employees rated their hotels' performance in green practices lower than the importance levels. A positive correlation was found between the employees' organizational commitment and their perception on the company's green practices. The relationship between the respondents' key demographic characteristics and their perception of green practices was also investigated. Lastly, implications for hotels are discussed to assist the companies to promote and train green practices among their employees.     

Hotel characteristics and occupancy trends: Yorkshire and Humberside hotels, UK, April 1982–March 1984

This study extends the analysis of hotel occupancy in Yorkshire and Humberside, UK, hotels reported in the March 1985 issue of this journal, and confirms the ‘stability’ of the three previously identified dimensions of occupancy performance which reflect differences in overall occupancy levels, intensity of seasonal fluctuations, and length of season. The focus shifts to the identification and interpretation of longer term trends in occupancy performance. The results of a questionnaire survey of hotels are used in a stepwise regression model to relate occupancy trends to a range of ‘predictor’ variables measuring different aspects of the hotels and their management.     

Innovation in hotel services: Culture and personality

The growing competition arising from burgeoning global markets exacerbates the demand for hotels to innovate their services and processes to continuously ensure success. To identify the processes that ensure excellent service and innovative performance, this work employs a literature review and series of questionnaire surveys of 185 employees working at international tourist hotels in Taiwan, to examine the relationships among service innovation culture, proactive personality, charged behavior and innovation. This work contributes to the service innovation literature by demonstrating that environmental forces outweigh individual forces in shaping innovation behaviors.     

Commitment to Environmental Management in Hotels in Accra

The sporadic development of hotel facilities in a developing West African city like Accra in Ghana, coupled with their consumption of natural resources and generation of waste has implications for environmental sustainability. This article therefore seeks to ascertain hotel managers’ attitude towards environmental management and to examine their commitment to environmental management through the implementation of environmental policies and programs. The study took the form of a survey of managers of 200 hotels, ranging from budget to four-star rated, employing the stratified random sampling procedure. Though a greater number of hotel managers had a positive attitude towards environmental management, it was the upscale and larger hotels that were more committed to environmental management especially in terms of having; a designated officer responsible for environmental management, written environmental policy statement, environmental action plan, a history of implementing environmental programs and ecolabelling or environment related certification. The article proposes interhotel collaboration in environmental management so that smaller hotels could profit from the experiences and resources of larger hotels.     

Making innovation happen through building social capital and scanning environment

Both new service development and existing service improvement are critical tools for hotels to gain competitive advantages, but pursuing new services while simultaneously improving existing services is difficult for hotel managers. The success of highly proactive hotel managers has been credited to their ability to change the environment effectively, and such managers may be able to lead hotels to resolve the trade-off dilemma and deliver better services. To elucidate the contributions of proactive managers in making innovation happen, this study explored two key activities that hotels may undertake when prompted by the proactive managers, namely, environmental scanning and social capital building. The process involved in developing new services and improving current services was examined using empirical data collected from the general managers of 226 hotels in Taiwan. The results confirm that environmental scanning and social capital fully mediate the relationship between proactive personality of managers and capacity for service innovation as well as service improvement of hotels, indicating that hotel managers with a proactive personality are helpful at implementing innovation.     

Managerial attitudes towards environmental management among small and medium hotels in Kuala Lumpur

Empirical work on the acceptance of environmental impacts and responsibilities by hotels in developing countries is still relatively rare. There is also little work on understanding the relationship between business and environment among small and medium hotel companies. This research helps fill the knowledge gap by providing information on the responsiveness of small and medium hotels towards environmental management within the context of Kuala Lumpur, Malaysia, It explores the awareness and attitudes of small and medium hotel managers towards environmental management and their opinion on how things can be improved. Questionnaires containing Likert scale questions, supplemented by open-ended questions, were personally administered to willing participants. The findings indicate that respondents generally tend to provide positive response to the Likert scale questions, but refused or were unable to give clear answers to the open-ended questions which were designed to explore further the answers they provided. In practice, managers also did not go beyond the basic common sense of cutting their water and energy costs. These indicate a lack of clear and adequate knowledge about environmental management, and their tendency to be “politically correct” in relation to environmental issues. The paper ends with recommendations on how to improve the environmental management knowledge and know-how among managers of small and medium hotels.     

Can proactivity translate to creativity? Examinations at individual and team levels

Building on Trait Activation Theory, this study explored whether, how, and why proactive personality and inclusive leaders can foster creativity at both individual and team levels. Using multi-wave data collected from hotel frontline employees and their supervisors, the study first found that at individual level, proactive personality could influence creativity via psychological safety, with inclusive leadership moderated the indirect relationship. The study further tested at team level, using lab experiment with hospitality majored students, the relationship between proactivity and creativity. The findings at the team level suggested that teams with highly proactive members exhibited higher levels of creativity than teams without highly proactive members. This research revealed the psychological mechanism of how proactivity contributes to individual creativity, and teams can benefit from having proactive members.     

世界遗产地旅游企业环境行为及其驱动机制——张家界饭店企业实证

世界遗产地旅游企业的环境行为直接影响到区域环境质量.文章利用6大类33个环境行为指标,对世界自然遗产武陵源所在地张家界市的饭店企业环境行为进行测度;同时,构建饭店企业环境行为影响因素量表,运用多元线性回归分析方法,探析饭店企业环境行为的驱动机制.研究表明:张家界饭店企业环境行为总体均值得分较低(1.72);6个环境行为指标组的均值分别为1.82、1.70、1.63、2.02、1.59和1.43,其中,环保知识掌握、环境管理沟通和节水管理等3个方面的环境行为表现较为欠缺;在大多数环境行为指标的得分上,高星级饭店并未与低星级饭店、社会旅馆拉开明显差距;利润动机、政府环境规制压力和其他利益相关者压力是饭店企业环境行为的主要驱动因素;管理层环境意识和事业动机对饭店企业环境行为绩效没有显著影响.     

CRM and the bottom line: Do all CRM dimensions affect firm performance?

Successful firms often endeavour to assure competitive advantages through the relationships with their customers. Consequently, customer relationship management (CRM) has become of pivotal importance to many firms. This study investigates the effect of each CRM dimension on the performance of hotels. We found that in general hotels should aim to improve CRM capabilities because it has a positive effect on firm performance. Contrary to some previous assumptions, CRM investments did not result in positive performance. These findings are important as hotels strive to allocate resources to improve relationships with customers.