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

Tarı́, Juan José; Claver‐Cortés, Enrique; Pereira‐Moliner, Jorge; Molina‐Azorín, José F.

doi:10.1016/j.ijhm.2009.10.029

Cited by 155 publications

(89 citation statements)

References 94 publications

(131 reference statements)

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“…Other studies found a positive correlation between the category/rating (number of stars) and performance ( [37]; [38]; [39]). Considering this authors it is possible to formulate the following hypothesis:…”

Section: Hypotheses Developmentmentioning

confidence: 84%

Evaluating Performance in the Hotel Industry: An Empirical Analysis of Piedmont

Santoro¹

2015

JIM

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Abstract:The hotel industry is a key sector in the tourism industry because it is essential for the supplying of all other tourism services and it is the first service demanded by tourists who reach the destination. To assess hotel's performance appears a hard task, because of the presence of many factors to consider, economic but also less tangible. The aim of the research is to verify the correlation between performance and its determinants in the context of the Piedmont hotel industry, through valuating a sample of 112 hotels of Piedmont. More in particular, the study in vestigates whether variables as stars rating, dimension and added services provided are correlated to performance, measured by Rev Par (revenue per available room), a performance metric typical of the hotel industry. To reach these goals, the research starts with a literature review, on hotel industry in general and on performance evaluation methods more used in hotel industry. Subsequently, it will be explained the methodology and the assumptions. Finally, it will be provided results discussed on a managerial perspective, useless for management to improve quality and performance.

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Section: Hypotheses Developmentmentioning

confidence: 84%

Evaluating Performance in the Hotel Industry: An Empirical Analysis of Piedmont

Santoro¹

2015

JIM

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“…This study illuminates different aspects: first, there are already studies on the adoption of EPs in the hotel sector [16][17][18][19][20][21], and some of them have already indicated the competitive advantages of implementing proactive initiatives for certain environmental issues: [22] finds that performance levels increase as environmental proactivity grows; [23] finds that the link between environmental management practices and financial performance is stronger for proactive hotels; [24] suggest that a proactive environmental stance is vital to maintain the image of hotels; and [20] claim that hotels proactive on environmental issues have a higher level of economic performance. However, to the best of our knowledge, there are no studies specifically focused on studying the differences in the results obtained depending on whether the EPs are adopted voluntarily or under pressure, and few studies are focused on small hotels.…”

Section: Introductionmentioning

confidence: 85%

The Adoption of Environmental Practices in Small Hotels. Voluntary or Mandatory? An Empirical Approach

2016

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This paper examines small hotels that have some type of environmental certification. A survey of 210 small (less than 50 employees) Catalonian hotels was conducted to investigate whether there are significant differences in the results of the implementation practices between hotels that adopt these certifications due to environmental pressure (from the government, customers, suppliers and other stakeholders) and hotels that voluntarily commit to green policies. Significant differences were identified in the results on the hotels when structural equation modelling (SEM) was undertaken. This investigation suggests that hotels that voluntarily commit to green policies obtain better results than other hotels. The conclusion is that governments must not only regulate, but also promote awareness actions in small and medium-sized (SME) tourism companies to improve the environment. SME tourism companies must understand that both the environment and they themselves will benefit.

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“…For example, while several studies (e.g., Álvarez-Gil et al, 2001;Garay & Font, 2012;Rodríguez & Cruz, 2007;Tarí, Claver-Cortés, Pereira-Moliner, & Molina-Azorín, 2010) reveal a positive relationship between environmental management practices and the hotel's financial performance, Claver-Cortés, Molina-Azorín, Pereira-Moliner, and Lopez-Gamero's (2007) study indicates that the degree of environmental strategy (whether proactive, intermediate, or reactive) does not strongly affect organizational performance. Moreover, Carmona-Moreno et al 's (2004) study of Spanish firms indicates that the more developed the green strategy of the hotel, the higher is its environmental performance, though positive effects on financial performance did not always occur.…”

Section: Literature Reviewmentioning

confidence: 98%

Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance

Leonidou¹,

Leonidou²,

Fotiadis³

et al. 2013

Tourism Management

344

288

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Building on the resource-based view, we develop a model of drivers and outcomes of environmentally friendly marketing strategies in the Greek hotel sector. Data collected from 152 hotels reveal that possessing sufficient physical and financial resources is instrumental in achieving effective green marketing strategies. In addition, shared vision and technology sensing/response capabilities help develop a sound environmentally friendly marketing strategy. In turn, the adoption of such a strategy is conducive to obtaining competitive advantage, which subsequently increases the potential to achieve superior market and financial performance. Furthermore, the study finds that the effect of environmental marketing strategy on competitive advantage is stronger in the case of intense competitive situations, while market dynamism has no moderating effect on this association. Several implications can be drawn from the study findings for both corporate and public policy makers and interesting directions for future research are provided.

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

Cited by 155 publications

References 94 publications

Evaluating Performance in the Hotel Industry: An Empirical Analysis of Piedmont

Evaluating Performance in the Hotel Industry: An Empirical Analysis of Piedmont

The Adoption of Environmental Practices in Small Hotels. Voluntary or Mandatory? An Empirical Approach

Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance

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