Proactive environmental strategies in the hotel industry: eco-innovation, green competitive advantage, and green core competence

Kuo, Fang I.; Fang, Wei; LePage, Ben A.

doi:10.1080/09669582.2021.1931254

Cited by 122 publications

(75 citation statements)

References 133 publications

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“…This research examined the influence of competitive differentiation advantage (CDA) & cost-leadership competitive advantage (CCA) derived from the proactive environmental strategies (PES) on strategic performance, product, process, production, and financial performances. High reliability, high quality, product flexibility, value-added features, and better customer support are distinctive features of product performance (Kuo et al, 2021). However, the strategic performance indicators display managers' non-economic & economic goals, such as long-term growth, customer satisfaction, enhancing impacts on the natural environment, and market share increase.…”

Section: Competitive Advantage and Firms' Performancementioning

confidence: 99%

“…Sarcastically, very few studies have discussed the influence of proactive environmental strategy and their impact on sustainable development (Do & Nguyen, 2020;Bıçakcıoglu, 2018). The competitive advantages are essential, and very few empirical studies have been carried out to assimilate several kinds of competitive advantages by incorporating proactive environmental strategies to attain sustainable growth (Kuo et al, 2021;Ko & Liu, 2017;Fousteris et al, 2018). According to Lee & Rhee (2007) and Murillo-Luna et al (2011), the firms have implemented general ecological strategies.…”

Section: Introductionmentioning

confidence: 99%

“…According to Jiang et al (2018), this association of companies' performance and proactive environmental strategies explores several processes of organizational performances. Kuo et al (2021), Junquera & Barba-Sánchez (2018), and Leonidou et al (2017) have examined companies' performance adopting proactive environmental strategies using indicators of financial performance and other researchers using indicators of environmental performance (Bae, 2017). However, several researchers believe that the firms' performance is not only based on environmental & financial performances but also the operational performance indicators (Liu & Shu, 2020), and indicators of marketing performance (Leonidou et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Additionally, due to proactive environmental strategy, products' reliability and quality add more value to products, which attract prospective customers. Finally, cost leadership advantage also enhances the corporate image, employees' retention, strategic, financial, and operational performances of the organization(Mishra & Yadav, 2021;Do et al, 2019;Kuo et al, 2021;Lu et al, 2020). However, the undertaken research is unique in the way that it used a modified multidimensional conceptual model that assesses the relationship between independent and dependent variables.…”

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confidence: 99%

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The Impact of Proactive Environmental Strategy on Competitive and Sustainable Development of Organizations

Ahmed¹,

Štreimikienė²,

Zheng³

2021

JOC

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The purpose of this research is to evaluate the impact of proactive environmental strategy, competitive differentiation advantage & cost-leadership competitive advantage for the competitive, sustainable development of an organization in terms of its performances, for instance, product strategy, production, process & financial performances. We incorporated technological eco-innovation as a mediating factor & corporate image as a moderator between exogenous & endogenous variables. We have collected 798 responses from China, India, Pakistan, Bangladesh, United Arab Emirates, and Vietnam. For the data analyses, we employed a structural equation modeling-based multivariate approach and conditional process modeling. The novelty and significance of the undertaken study rested in multifaceted outcomes; for instance, the proactive environmental strategy, the competitive advantage of differentiation & competitive advantage of cost leadership have a significant & positive impact on the sustainable development of an organization in terms of its performances, for example, product strategic, production & financial performances. The findings further demonstrate that technological eco-innovation as a mediating factor & corporate image as a moderating factor played vital and significant influencers between exogenous and endogenous variables. Finally, the Toda- Yamamoto causality showed the two-ways directionality between exogenous & endogenous variables. The outcomes have provided critical practical and societal implications for the industry and society. The companies may incorporate the environment as a cornerstone in short & longterm strategies for sustainable development. On the other hand, organizations may provide an eco-friendly environment to society.

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Section: Competitive Advantage and Firms' Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

The Impact of Proactive Environmental Strategy on Competitive and Sustainable Development of Organizations

Ahmed¹,

Štreimikienė²,

Zheng³

2021

JOC

View full text Add to dashboard Cite

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“…In the last two decades, a wealth of research has studied whether, and under which conditions, sustainability is related to competitive advantage and organisational performance (Al-Ali Mubarack et al, 2020; Garriga & Melé, 2014; Kuo et al, 2021;Loureiro et al, 2021, Orlitzky et al, 2003. However, hospitality and tourism studies have achieved no conclusive results in this area (Abughniem et al, 2020;Moneva et al, 2020;Rhou & Singal, 2020;Theodoulidis et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Sustainability, Competitive Advantages and Performance in the Hotel Industry: A Synergistic Relationship

Pereira‐Moliner

López‐Gamero

Font

et al. 2021

JoTS

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The relationship between sustainability, competitive advantages, and performance is a topic with no conclusive results in the tourism industry. To contribute to the debate, the purpose of this study is i) to analyze the influence of sustainability on cost and differentiation competitive advantages and ii) to examine the possible synergistic relationship between sustainability and performance. Perceptual as well as hotel-specific objective performance measurements are used, such as occupancy rate, average daily rate (ADR), and revenues per available room (RevPAR), to examine all the relationships. Structural equation models based on Partial Least Squares (PLS-SEM) are applied to test all the hypotheses. Data is collected from 3-, 4- and 5-star hotels in Spain. The results show that sustainability positively and significantly influences cost and differentiation advantages, perceptual performance, ADR, and RevPAR. In addition, those hotels with these three performance variables whose values are above the median obtain a significant relationship between sustainability and performance. Consequently, there is evidence of a synergistic sustainability-performance relationship in the hotel industry. Therefore, this study offers academic evidence on the strong relationships that exist between these variables in the hotel industry. This research work analyses all three sustainability pillars (economic, environmental, and social sustainability), and the practices that best explain each of the three sustainability pillars are indicated so that hotel managers can optimize their sustainable management.

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A systematic and major review of proactive environmental strategies in hospitality and tourism: Looking back for moving forward

Elkhwesky

2022

Bus Strat Env

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Proactive environmental strategies (PESs) are dynamic environmental capabilities that stimulate competitive advantage in the hospitality and tourism (H&T) industries. PESs legitimize environmental goals, policies, budgets, and reports, allowing for environmentally friendly actions and behaviors. In order to highlight measures, antecedents, and outcomes of PESs in the H&T industries, 287 articles were obtained from the Web of Science (WoS) and Scopus databases. Only 78 articles were identified as eligible for the final analysis, spanning a period of more than 26 years (1996 till 2022). The current review demonstrates that PESs in H&T have advanced over the last 26 years. There are many PESs in H&T, with no unified set of measurement tools of PESs. Additionally, there are many antecedents and outcomes of PESs in H&T. However, there has been a paucity of research on H&T PESs, necessitating a thorough investigation of several issues. This review discusses implications and recommendations for H&T and presents a strategy for extending future studies through theoretical advancement and empirical development. The current research is the first to conduct a systematic review of PESs in an H&T context.

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Proactive environmental strategies in the hotel industry: eco-innovation, green competitive advantage, and green core competence

Cited by 122 publications

References 133 publications

The Impact of Proactive Environmental Strategy on Competitive and Sustainable Development of Organizations

The Impact of Proactive Environmental Strategy on Competitive and Sustainable Development of Organizations

Sustainability, Competitive Advantages and Performance in the Hotel Industry: A Synergistic Relationship

A systematic and major review of proactive environmental strategies in hospitality and tourism: Looking back for moving forward

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