Do firms get what they want from green management adoption?

:
an Taiwan International Hotel Perspective

Allen H. Hu
Institute of Environmental Engineering and Management,
National Taipei University of Technology
1, Sec. 3, Zhongxiao E. Rd. Taipei 10608 Taiwan, R.O.C.

Chia-Hsiang Chen1
Institute of Environmental Engineering and Management,
National Taipei University of Technology
1, Sec. 3, Zhongxiao E. Rd. Taipei 10608 Taiwan, R.O.C.
Tel: (+886)-(2)-2771-2171 ext.4151
Fax: (+886)-(2)-2776-4702
E-mail: t101609002@ntut.org.tw

Te-Hsiu Sun
Department and Graduate Institute of Industrial Engineering and Management,
Chaoyang University of Technology
168, Jifeng E. Rd., Wufeng District, Taichung, 41349 Taiwan, R.O.C.

Corresponding author

Do firms get what they want from green management adoption? : an

Taiwan International Hotel Perspective

Abstract
Green management is the concept of environmental protection and social responsibility which
have being in grated into corporate. While the decision maker evaluate the environmental
protection and social responsibility of corporate, he also has to measure if the corporate can
gain better business performance in order to have sustained business. Although a few
researches attempt to explore the intention of corporate, the empirical study of business
performance of systematized and correlation is still wanted. This study is based on the
qualitative study via literature review to explore the correlation among green management,
environmental performance and business performance and then create questionnaires.
Furthermore, the empirical object of this quantitative study is Taiwan international tourist
hotels and analyses to induce the corporate to move on and target on the sustainable
development according to the empirical result. The result offers interesting implications for
managers, pointing out that a real commitment to green management may result in a positive
influence on environmental Performance and financial performance. This is the basis of
sustainable developmental framework, which can provide the decision maker and managers
with bigger belief and confidence to execute the environmental protection issue and lead to
positive effect on business performance and achieve the goal on sustainable development.

Keywords: green management, environmental performance, business performance,

sustainable development, international tourist hotel

1. Introduction
According to the 2014 WTTC (World Travel & Tourism Council) Economic Impact Report,
in 2013 the Travel & Tourisms total contribution to global GDP grew by 3.0% in 2013, faster
than overall economic growth for the third consecutive year and outperforming other global
sectors such as manufacturing, retail and distribution, public services and financial and
business services. Travel & Tourism represents US$7.0 trillion, the industry supported nearly
266 million jobs (accounting for 9% of the global job market) and 4.7 million new jobs were
created as a result of tourism activity. These statistics show that the tourism industry plays a
pivotal role in global economic development. However, the operation of the tourism industry
creates an enormous amount of greenhouse gas emissions, particularly carbon dioxide.
According to UNWTO-UNEP-WMO(2008), emissions from tourism, including transports,
accommodation and activities (excluding the energy used for constructions and facilities for
example) account for about 5% of global CO2 emissions (Simpson et al., 2008).This
phenomenon is in large part due to extensive reliance on fossil fuels to generate power for
transport and hotel facilities in tourism industry (Gssling and Svensson, 2006Wu and Lee
2010). While the world continues to develop economically; the ecological environment upon
which such development relies is extremely limited. Although most would view the growth of
tourism in a positive attitude, the accompanying negative effects have driven many
researchers to investigate the real impact of tourism, noting such issues as traffic congestion,
over-development of natural resources, and misconduct by tourists. Apart from negatively

affecting the populace, the natural environment and the Cultural Heritage, these side effects of
tourism create many problems with pollution (Holden, 2000 Lim and McAleer, 2002Black,
2004Kasim, 2007Erdogan and Baris, 2007). Many consumers nowadays are choosing
environmentally friendly travel destinations, services and products (Alexander and Kennedy,
2002Choi et al., 2009Lee et al., 2010Teng et al., 2013).

A key question in the field of environmental management is why green management. In

general,

business

ethics

and

social

responsibility, especially

in

environmental

management, should be taken into account by decision makers. In fact, corporate and
communities are paying more attention to the idea of corporate social responsibility (Lamond,
2007, 2008Molina-Azorin et al., 2009Wong et al., 2012Roya et al., 2013Sara et al.,
2013), on green management and regard it as an important part. Molina-Azorin et al. (2009)
reported their findings after reviewing 32 literatures with the topic of green management and
financial performance. Results are mixed, but there is a significant result was obtained which
is a positive impact of environment on financial performance. In addition, the findings
show there are different objects, such as corporate, industries and countries, some studies use
environmental management as a variable and others use environmental performance. The
main analysis is regression analysis. From an empirical point of view, the increasing
researcher of quantitative studies has examined the connection between environmental
proactivity and corporate performance, the results were varied. Some works find a positive

relationship (Judge and Douglas, 1998; King and Lenox, 2002; Melnyk et al., 2003) but
others do not identify a positive impact of environmental proactivity on financial performance
(Cordeiro and Sarkis, 1997; Gilley et al., 2000; Link and Naveh, 2006).

However, the domestic and international studies of green management on the relationship
among environmental stress, green management motivation, environmental management and
performance are in the majority. Few of them concentrated on the system think
study and empirical analysis on green management. Therefore, the purpose of this study is to
examine the definition of green management, environmental performance and business
performance and questionnaire design by literature review and then use the way of
questionnaire on the object, which is Taiwan international tourist hotel, by empirical method
on their overview and achievement of green management as well as reviewing the relationship
of study hypothesis and the usability of questionnaire. The findings show the Cronbachs
reliability is 0.925 after the In-Depth Interview according to questionnaire, and all the
indicators are higher than 0.9. It presents highly conformability and usability of questionnaire
on In-Depth Interview and actual application. The findings from Regression analysis and Path
analysis also show: 1) the positive correlation on green management and environmental
performance; 2) the positive correlation on environmental performance and business
performance; 3) the positive correlation on green management and business performance; 4)
there is highly connection and explanation of green management and business performance

when the mediator is environmental performance.

The remainder of this paper is organized as follows. Section 2 presents the framework and
hypotheses. Sections 3 describe the proposed model and study methodology. SPSS analysis is
illustrated in the case of Taiwan International Hotel in Section 4. Section 5 discusses the
proposed framework. Concluding remarks and suggestions for future research are provided in
Section 6.

2. Literature review and hypotheses

2.1 Green management (GM)
Green management is a kind of concept of business administration and management system
which is emphasized not only on Ecological interests and social benefits but also economic
benefits. Corporate have to consider the environmental protection during the process of
production and sales, and create green design, green purchasing, green production and green
marketing through technology, as well as make every effort on energy conservation and
ensure there is no public hazard, and also seek for environmental and economic benefits, then
we can call it Green corporate (National Sun Yat-sen University, Taiwan, 2004). The main
idea of green hotel management practice is energy Conservation & Carbon Reduction, which
is in order to minimize the negative impact on the environment. The most important
practice is on energy conservation, water saving and waste management( Mensah, 2006

Sloan et al., 2009Mensah, 2006Tzschentke et al., 2008Bohdanowicz et al., 2011).

Peng and Lin (2008) showed that green management practices as producing environmental
friendly products and minimizing the impact through three constructs: green production,
green R&D, and green marketing. Furthermore, Wang et.al.(2013) showed that green supply
chain management (GrSCM) with process of food production to construct green management
indicators for restaurants, the green restaurant management standards comprise three facets:
green foods; green environment and equipment; and green management and social
responsibility. Moreover, Yi-Chun Huang(2001) concluded the green management which is
Corporate go through with clean production (process improvement, waste reducing, energy
conservation and recycling), green marketing (green product development, promotion and
communication), and the aggressive administrative management (ISO14000, responsible care,
environmental protection audit, office environmental protection, and involving community
activities initiatively), manufacturing the environmental friendly products to minimize the
impacts; Corporate adjust their developing direction, reduce their cost and enhance quality in
order to keep their competitive advantage in the market according to the actions of green
management.
According to the literature review, this study defined of the green management included green
production, green marketing and green administration.

2.2 Environmental Performance (EP)

According to ISO 14031: Environmental Performance Evaluation (ISO, 1999), there are three
categories of Environmental Performance Indicators: Management Performance Indicators
(MPIs) which provide information about the management efforts that influence the
environmental performance Operational Performance Indicators (OPIs) which provide
information about the environmental performance and Environmental Condition Indicators
(ECIs) which provide information about the condition of the environment (Marti et. al., 2014).
Furthermore, Strasser (2008) concluded the environmental performance into three parts:
Routine Emissions, such as gas emission, the discharge of waste water or toxic substance;
Non-routine use of Resources, such as the use of energy, water, materials and Green
Production and Products. Moreover, Rikhardsson (1996) discovered that the environmental
performance should be measured in five dimensions: environmental efficiency and
effectiveness of the production processesenvironmental aspects of the product and service
environmental issues by managementenvironmental impact of a company's operations and
environmental costs, investments and liabilities.

It is generally difficult to choose the suitable performance indicators, as well as to define their
suitable number which can describe thoroughly what one wants to know. In EMS, the
classification of indicators recommended by standard ISO 14031 and the examples of
indicators provided should be considered first, even though they are not complete or

comprehensive (Perotto et.al., 2008Marsanich, 2000 Jasch, 2000). According to the

literature review, the environmental performance of this study is based on the definition of
ISO14301, and

the main

dimensions of environmental performance

indicators

are Management Performance Indicators (MPIs) and Operational Performance Indicators

(OPIs).

2.3 Business Performance (BP)

There are three methods for the measurement of business performanc: Quantify and
Subjective Methods; Financial

and Operational Criteria, and Primary Data Dases

(Venkatraman and Ramanujam, 1986 ; Sang, 2004Sebahattin and Adem, 2012). In general,
existing literature often divides business performance indicators to financial performance such
as the average occupancy rate, lodging index, and market share; and non-financial
performance such as customer retention and reputation (Kirchoff, 1997Hertenstein and Platt,
2000Gupta and Zeitham, 2006Ursula et.al., 2013 Alvarez et al., 2001 Orfila-Sintes and
Mattsson, 2009Agarwal et al., 2003 , Chen et al., 2009Wang et al., 2012Zahra and Bogner,
2000).

According to the literature of business performance, in general there are two methods to
measure performance indicators, which are subjectivity and objectivity, both of them are often
used in marketing. Although the measuring method of subjectivity performance is focus on
the relationship of market orientation and performance, it still gets its advantage. Therefore,

most of studies are measuring the performance by the method of subjectivity (Dawes, 1999
Rodriguez Cano et al., 2004Sebahattin and Adem, 2012). Due to the business performance
are usually confidential and difficult to access, so we took over the advice to measure the
internal business overview of corporate and industrial average level by respondents with the
method of subjectivity (Zahra and Garvis, 2000 Lumpkin and Dess, 2001Ketokivi and
Schroeder, 2004Wiklund and Shepherd, 2003Slater and Olson, 2000Santos and Brito,
2012).

Per the literature review, the business performance of this study is based on the financial
performance and non-financial performance indictor, and used the method of subjectivity
stand on the specialized of international tourist hotel to make a subjectivity measurement by
respondents.

2.4 Relationships among GM, EP, and BP and hypothesis

Since 1990, the studies on corporate and environmental issue are emerging successively, and
the results are pretty diverse (Christmann, 2010 Wagner et al., 2001 J. Gonzalez-Benito
and O. Gonzalez-Benito, 2005). The study results of positive correlation: Chen et al. (2006)
indicated green innovation performance of corporate has a positive impact on their
competitive advantage; when the ability of competitor is getting lower, the positive impact
degree of green innovation on corporates competitive advantage is greater. When the

corporate has lasting improvement in environmental performance can increase the satisfaction
degree on interested parties in order to create corporate's competitive advantage and business
performance. Mensah (2004) found that 90% of hotel guests would prefer to stay in a hotel
that has a green management policy. Kim and Han (2010) found that participants were happy
to undergo minor inconveniences in order to support green initiatives. Furthermore, a green
hotel image can result in favorable behavioral intentions by hotel guests, including intention
to revisit ( Lee et al., 2010 and Manaktola and Jauhari, 2007 ). From an empirical point of
view, a growing body of quantitative studies has tested this linkage between environmental
proactivity and business performance, the results are varied too. Some researchers found
positive correlations (King and Lenox, 2002 ; Melnyk et al., 2003 ; Konar and Cohen, 2001 ;
King et al., 2005 ; Jorge et al., 2012 ; Roya et al., 2013).

The study results of negative correlation: There is a significant negative correlation on

environmental performance and business performance, the reason is that the increased and
un-returnable cost on the activities in order to accommodate the increasingly severe
environmental regulation, as well as the activities of minimizing investment capitals on
productivity and caused the decrease in business performance (Walley and Whitehead, 1994).
However, due to the huge investment involved, GSCM is unlikely to contribute to short-term
profitability or sales performance (Bowen et al., 2001). Hull and Rothenberg (2008) found a
negative correlation between environmental management and financial performance; they

take resources and management effort away from core areas of the business, resulting in lower
profits. In this case, managers cant make any improvements on environmental and
competitive. Also others do not identify a positive impact of environmental management on
financial performance (Cordeiro and Sarkis, 1997; Gilley et al., 2000 ; Watson et al., 2004 ;
Wagner, 2005 ; Link and Naveh, 2006).

Based on the results of literature review and the core purpose of this study, the discussed
concept on this study is that corporates need to realize the environmental benefits before they
expect to receive the social and market benefits. As a result, we propose that:
H1: There is positive correlation between green management and MPIs of environmental
performance.
H2: There is positive correlation between green management and OPIs of environmental
performance
H3: There is positive correlation between MPIs and OPIs
H4: There is positive correlation between MPIs and business performance.
H5: There is positive correlation between OPIs and business performance
H6: There is positive correlation between green management and business performance

3. Methodology
3.1 Study framework

We aim to provide insights on why integrated research of green management systemic

thinking is valuable. This study also sort out how the GM, EP and BP outcomes are
inter-related with each other, and fill the research gap that previous environmental studies
mostly only focused on the linkage between economic and environmental performance. The
study model is shown in Fig. 1 where the relationships among GM, EP and BP which have
been discussed via literature review, hypotheses, developed regarding these variables and
adopt quantitative study.

Green Management
Green production, green marketing, green administration

H1

H6

H2

Management
performance
(MPIs)

H4

H3

Operating
performance
(OPIs)

Environmental
Performance
(EPIs)

H5
Business Performance

Financial performance, non-financial performance

Fig. 1. Study framework and hypotheses

3.2 Pre-test questionnaire and Subjects / Participants

The questionnaire of this study is created based on literature reference and former
relevant questionnaires. We also invited experts, scholars and industry insiders discussed

deeply about the content of the questionnaire to have good face validity and then released the
pre-test questionnaire. The participants are interns with basic concept of hotel green
management and operation. 60 questionnaires were released, 46 questionnaires were returned
and after eliminating 5 invalid samples, there were 41 valid samples. After the reliability
analysis by SPSS 12.0, the Cronbach's is 0.925 and all indicators are higher than 0.9. It was
a formal questionnaire after modifying some meaning of words. (Table 1)
According to the data from Tourism Bureau, R.O.C. website (http://taiwan.net.tw/), there
are 63 tourist hotels in Taiwan. Based on above, this questionnaire didnt limit to the position
of participants, there are 6 sampling was taken by each hotels via mail and email. 378
questionnaires were released, 112 questionnaires were returned and after eliminating 8 invalid
samples, there were 104 valid samples. The response rate is 27.5%.
Table 1 Study questionnaire items
Variables

constructs
Green
production

Green
management

Implementation of hotel waste abatement

Sewage treatment and disposal monitoring system
Energy consumption monitoring system set and record tracking
Promote a green hotel concept

Green Marketing Promotion of green products and activities

Product life -cycle assessment to develop the goods
Guiding environmental protection ideas to employee, customers and
Green
Administration

Management
Environmental
Performance

Items

Performance
(MPIs)
Operating

suppliers
Participating in community environmental activities initiatively
Clear environmental protection policy and executive target
Minimize the environmental fines
Improve employees usual behavior on using resource efficiently
The improvement of community relations
Increase the number of green product design and marketing
Enhance the performance of the water conservation

performance
(OPIs)

Enhance the performance of energy conservation

Improve the performance of waste management and prevention
Enhance the performance of the raw materials used in
The total revenue is higher than others in the same industry

Financial
Performance
Business
Performance
Non-financial
performance

Room occupancy rate is higher than others in the same industry

Catering income is higher than others in the same industry
Revenue growth rate is higher than others in the same industry
Profit rate is higher than others in the same industry
Corporate image is better than others in the same industry
Quality satisfied rate is better than others in the same industry
Customer satisfied rate is better than others in the same industry
Employee satisfied rate is better than others in the same industry
Facilities satisfied rate is better than others in the same industry

3.3 Measures
Some research aware that when surveying on the business performance in general
management field, the researchers often face the problems of hard to coincident performance
comparison criteria, hard to confirm the causal relations between survey subjects and
objective financial performance figures, or unable to obtain actual without window dressing
or surplus manipulation financial data. They advised adopting subjective performance criteria
on measuring indictor and believed that the advantages are more than disadvantages for
subjective performance measurement (Santos and Brito, 2012). Therefore, we adopted
subjective performance measurement by Likert Scale and SPSS 12.0 to analyze the raw data
with the method of descriptive statistics, reliability and validity analysis, correlation analysis,
nested regression model analysis, and path analysis etc. to discuss the relationship between
environmental performance and business performance on green management of international
tourist hotel.

4. Results
4.1 Descriptive statistics
The empirical results show the means of green production, green marketing and
green administration management of green management are 3.01, 2.56 and 2.53 and the
standard deviations are 1.07, 1.01 and 0.97. In all dimensions, the means of green
management is the lowest and the standard deviation is higher. Thats to show there is larger
deviation on the concept of green management of international tourist hotel.
The means of management performance and operation performance are 3.68 and
4.08, and the standard deviations are 0.62 and 0.72. In all dimensions, the means of
environmental performance is the highest and the standard deviation is smaller. Therefore, we
can figure out there is greater coincident in environmental performance issue on
management performance and operation performance of international tourist hotel.
The means of financial performance and non-financial performance are 3.16 and
3.36, and the standard deviations are 0.71 and 0.83. We can know the performance of
business performance issue of international tourist hotel is above average; and the
performance of non-financial performance is better than financial performance. See Table
2.
Table 2 Means and Standard deviation of dimensions

variable

dimension

mean

Standard
deviation

Green management

Green production

3.01

1.07

Green marketing
Green Administration

2.56
2.53

1.01
.97

Management
performance

3.68

.62

Operational performance 4.08

.72

Financial performance
Non-financial

3.16

.71

3.36

.83

Environmental
performance
Business performance

performance

4.2 Regression and Path analysis

There is significant correlation between green management(GM) and management
performance(MPIs) from Pearson Correlation Analysis based on this study framework and
hypothesis, the correlation coefficient is 0.29; there is significant correlation between
green(GM) management and operational performance(OPIs), the correlation coefficient is
0.24; There is significant correlation between management performance(MPIs) and
operational performance(OPIs), the correlation coefficient is 0.68; There is significant
correlation between operational performance(OPIS) and business performance(BP), the
correlation coefficient is 0.66. That is to say, our hypothesis is tenable based on the result of
Pearson Correlation Analysis.

According to the regression analysis on the study hypothesis, there is significant

relationship between management performance and operational performance in environmental

performance for green management, adj. R-square are 0.74 and 0.46 which are lower; there is
significant relationship between management performance and operational performance in
environmental performance, the adj. R-square is 0.463 which is medium; and there is
significant relationship between management performance and operational performance for
business performance, the adj. R-square are 0.470 and 0.4309 which are mediumAccording
to the multiple regression analysis, there is significant relationship between management
performance and operational performance of environmental performance for business
performance, the adj. R-square is increase to 0.533. Therefore, there is significant relationship
between non-financial performance and financial performance of business performance, the
adj. R-square is 0.309. See table 2.

Table 2 Regression analysis on the study hypothesis

Independent variable

Adj.
R-square

Beta

= 0.05

Green management

.074

.288

.003

Operational
performance

Green management

.046

.235

.016

Operational
performance

Management
performance

.463

.684

.000

Business performance

Management
performance

.470

.690

.000

Business performance

Operational

.430

.660

.000

Dependent variable
Management
performance

performance

Business performance

Financial performance

Management
performance
Operational
performance
Non-financial
performance

.533

.309

.477
.352

.562

.000

.000

According to the path analysis framework, figure 2, of this study, we can detect that before
put into the independent variable of environmental performance by the objects, there is
positive correlation between green management and business performance, the Beta is 0.288
and Adj. R-square is 0.539. When the mediator environmental performance has been put,
Beta is increased sharply to 0.741 and Adj. R-square is also up to 0.5549. The mediating
effect is very significant of environmental performance in this study, thats to say this
systematic framework can be a core concept and benefit to establish persistent and sustainable
development.

Environmental performance

.288**
R=0.074

Management performance

.690**
R=0.470

.684**
R=0.463

Green management
.235*
R=0.046

Business performance

Operational performance

.288**
R=0.539

.660**
R=0.430

(Environmental performance as a Mediator)

.741**
R=0.549

Figure 2 Path analysis framework

5. Discussion and Conclusions

First, this study established the systemic framework of green management,
environmental performance and business performance and found out the positive
correlation by empirical study. This is the basis of sustainable developmental
framework. The issue of sustainable development is become more seriously, people
aware of human would unable to survive and develop in the earth if we dont protect
the ecosystem of the earth that we rely for existence. Enterprise shouldnt regard the
social responsibility and environmental protection as additional cost; oppositely, an
explicit policy would be a value added of enterprises and could enhance their image

21

positively and also explore new business opportunities. It is the basic principle and
core value of business for an international class enterprise to carry out the sustainable
development and social responsibility (Becker-Olsen et al., 2006).

Second, the study of quantitative and qualitative is getting importance; an interesting

alternative to these two methods is the application of a mixed methods approach
(Creswell and Plano Clark, 2007), that is, the combined use of quantitative and
qualitative methods in a study which the same as we use in this study. The study of
Krajnc and Glavic (2005) detected that there is no universal measured scale for
enterprises sustainable performance; but the new models of measured methods or
measured indicators are keeping update internationally in the dimensions from
different area, culture, polity, economy, society and environment, and each with its
characteristic, advantage and disadvantage. Therefore, the framework of this study
refers to the international study and trend in plenty, but for the indicator is focus on
the studies in domestic Taiwan. Additionally, except the multi-complex measured
principle on enterprises sustainable performance, we can also experience from
manager, environmental experts and economist that there is enormous cognition
difference on the issue of cognition and weighting.

22

Third, the enormous greenhouse gas emission from tourism, the reason is large fossil
fuels are used in their operation (Gssling and Svensson, 2006). Researchers begin to
investigate the situation of carbon emission from different star-rated hotels and
initially discovered the higher carbon emissions are from higher star-rated hotels (Yi
Liqin, 2010). While the world continues to develop economically; the ecological
environment upon which such development relies is extremely limited.

In this case,

the five-star hotel is our priority as the empirical objects and hope the result of this
study would benefit to the international tourist hotel to pay more attention on their
behavior in green management and then upgrade the environmental and business
performance. The result of this study detected that the concept and activities of green
management of international tourist hotels in Taiwan are most focus on the basic
minimizing waste, set up sewage treatment systems and record and track energy
monitor systems; and absence from the issues of green hotel idea, green product,
community environmental protection activity and environmental protection policy. On
the other hand, the result shows there is significant relationship among green
management, environmental performance and business performance, the correlation
and adj. R-square are also pretty high which can definitely convey the importance of
green management activity and environmental performance. Meanwhile, it can also
explain the green marketing and environmental performance are not just a native

23

environmental protection activity, there is significant relationship on the business

performance in the industry, which can provide the decision maker and managers with
bigger belief and confidence to execute the environmental protection issue and lead to
positive effect on business performance and achieve the goal on sustainable
development.

Fourth, this study creates a brand new study framework based on literature review and
verify by quantitative study. In addition, the paper offers interesting results for
managers, pointing out that a real commitment to green management may result in a
positive influence of financial performance. For future study, the In-Depth Interview
can be made after empirical analysis in order to explore the key factor of
environmental performance and practical overview and implicit demand for current
green management in industry to develop a valuable study direction with the method
of structural equation model for explaining the causation of study hypothesis by
confirmatory factor analysis and path analysis.

Finally, despite personal, enterprise or government when developing the sustainable

issue from simple environmental protection (prevent pollution) to the whole
framework evaluation of green management and business performance is valuable.

24

However, under the concept of systemic thinking, we found another interesting topic
during the ongoing investigate the cause-and-effect relationship of sustainable
development: What affect the force of green management? What are our reaction and
strategy when run into the unavoidable sustainable development issue? It is a worth
issue to keep investigate in the future for different management model and business
performance in different reaction and strategy.

References
1.

A. Jasch, 2000. Environmental performance evaluation and indicators. Journal of

Cleaner Production, 8, pp. 7988.

2.

A. Marsanich, 2000. Environmental indicators in EMAS environmental

statements. FEEM ENEA Italy.

3.

Agarwal, S., Erramilli, M. K., & Dev, C. S., 2003. Market orientation and
performance in service firms: Role of innovation. Journal of Service Marketing,
17(1), 68-82.

4.

Alexander and Kennedy, 2002. Green Hotels: Opportunities and resources for
success. http://www.zerowaste.org/publications/GREEN_HO.PDF

5.

lvarez Gil, M. J., Jimnez, J. B., & Lorente, J. C., 2001. An analysis of
environmental management, organizational context and performance of Spanish

25

hotels. Omega, 29 (6), 457-471.

6.

Bowen, Frances E., Cousins, Paul D., Lamming, Richard C. and Faruk, Adam C.,
2001.

The role of supply management capabilities in green supply. Production

and Operations Management, 10, (2), 174-189.

Business Review, 72, 3, 2-7.
7.

C.H. Wang, K.Y. Chen, S.C. Chen, 2012. Total quality management, market
orientation and hotel performance: the moderating effects of external
environmental factors. International Journal of Hospitality Management, 31 (1),
119129.

8.

Chen, Y. S., Lai, S. B. and Wen, C. T., 2006. The influence of green innovation
performance on corporate advantage in Taiwan. Journal of Business Ethics,
67(4) 331-339.

9.

Choi, G., Parsa, H.G., Sigala, M. &; Putrevu, S., 2009. Consumers
environmental concerns and behaviors in the lodging industry: a comparison
between Greece and the United States. Journal of Quality Assurance In
Hospitality & Tourism, 10, 93112.

10. Cordeiro, J.J. and Sarkis, J., 1997. Environmental proactivism and firm
performance: evidence from security analyst earnings forecasts. Business
Strategy and the Environment, 6(2), 104-14.

26

11. Creswell JW and Plano Clark VL, 2007. Designing and Conducting Mixed
Methods Research, Sage, Thousand Oaks, CA.
12. Dawes, 1999. The relationship between subjective and objective company
performance measures in market orientation research: Further empirical evidence.
Marketing Bulletin, (10), 65-75.
13. Erdogan, N., & Baris, E., 2007. Environmental protection programs and
conservation practices of hotels in Ankara, Turkey. Tourism Management, 28(2),
604-614.
14. Gilley, K.M., Worrell, D.L., and Davidson III, W.N., 2000. Corporate
Environmental Initiatives and Anticipated Firm Performance: The Differential
Effects of Process-Driven Versus Product-Driven Greening Initiatives. Journal of
Management, 26(6), 1199-1216.
15. Gossling, S. and Svensson, P., 2006. Tourist Perceptions of Climate Change: a
Study of international tourists in Zanzibar. Current Issues in Tourism 9(4-5),
419-435.
16. Gssling, S., & Svensson, P. , 2006. Tourist perceptions of climate change: A
study of international tourists in Zanzibar. Current Issues in Tourism,9(4&5),
419-435.
17. Gupta, S., and Zeithaml, V., 2006. Customer metrics and their impact on

27

financial performance. Marketing Science, 25(6), 718-739.

18. Hertenstein, J.H. And Platt, M.B., 2000. Performance measures and management
control in new product development. Accounting Horizon, 14(3), 303-323.
19. Holden, A, 2000. Environment and tourism. New York:Routledge.
20. Hull, C. and Rothenberg, S., 2008. Firm Performance: The Interactions of
Corporate Social Performance with Innovation and Industry Differentiation.
Strategic Management Journal, 29(7), 781-789.
21. I. Mensah, 2006. Environmental management practices among hotels in the
greater Accra region. Hospitality Management, 25 (3), 414431.
22. J. Gonzalez-Benito and O. Gonzalez-Benito, 2005. Environmental proactivity
and business performance: an empirical analysis. Omega, Volume 33, Issue 1,
115.
23. J. Lee, L. Hsu, H. Han, Y. Kim, 2010. Understanding how consumers view green
hotels: how a hotel's green image can influence behavioural intentions. Journal
of Sustainable Tourism, 18 (7), 901914.
24. J.-S. Chen, H.-T. Tsou, Y.-H. Huang, 2009. Service delivery innovation:
antecedents and impact on firm performance. Journal of Service Research, 12 (1),
3655.
25. Jorge Pereira-Moliner ,

Enrique Claver-Cortes and Jose F. Molina-Azorin,

28

2012. Quality management, environmental management and firm performance:

direct and mediating effects in the hotel industry. Journal of Cleaner Production,
Volume 37, 8292.
26. K. Manaktola, V. Jauhari, 2007. Exploring consumer attitude and behaviour
towards green practices in the lodging industry in India. International Journal of
Contemporary Hospitality Management, 19 (5), 364377.
27. K.L. Becker-Olsen, B.A. Cudmore and R.P. Hill, 2006. The impact of perceived
corporate social responsibility on consumer behavior. Journal of Business
Research, 59 (1), 4653.
28. K.L. Becker-Olsen, B.A. Cudmore and R.P. Hill, 2006. The impact of perceived
corporate social responsibility on consumer behavior. Journal of Business
Research, 59 (1), 4653.
29. Kasim,

A.

(2007).

responsibility in
& Tourism

Towards

the hotel

sector.

wider

adoption

International

of

environmental

Journal

of Hospitality

Administration, 8(2), 5-49.

30. Ketokivi, M. A. and Schroeder R. G., 2004. Perceptual measures of performance:

fact or fiction? Journal of Operations Management, 22(3), 247-264.
31. King, A. A., and Lenox, M. J., 2002. Exploring the locus of profitable pollution
reduction. Management Science, 48(2), 289-299.

29

32. King, A., Lenox, M., Terlaak, A., 2005. The strategic use of decentralized
institutions: exploring certification with the ISO 14001 management standard.
Academy of Management Journal 48, 10911106.
33. Kirchoff, R.G., 1997. The impact of quality management practices on
performance and competitive advantage. Decision Science,1(4), 25-36.
34. Konar, Shameek and Cohen, Mark A., 2001. Does the Market Value
Environmental Performance?. Review of Economics and Statistics, 83(2),
281-289.
35. Krajnc, D. and Glavic, P., 2005. A model for integrated assessment of
sustainable development. Resources Conservation & Recycling, 43, 189-203.
36. Lee Sang M., 2004. Impact Of Data Warehousing On Organizational
Performance Of Retailing Firms. International Journal Information Technology
& Decision Making, 3 (1), 61-79.
37. Lee, J. S., Hsu, L. T., Han, H., & Kim, Y., 2010. Understanding how consumers
view green hotels: how a hotel's green image can influence behavioral intentions.
Journal of Sustainable Tourism, 18(7), 901-914.
38. Lim, C. and McAleer, M., 2002. Time series forecasts of international travel
demand for Australia. Tourism Management. 23, 389-396.
39. Link, S. and Naveh, E., 2006. Standardization And Discretion: Does The

30

Environmental Standard ISO 14001 Lead To Performance Benefits?.

IEEE

Transactions on Engineering Management, 53(4), 508-519.

40. Liqin Yi, 2011. The Analysis on Carbon Footprint of Catering Products in
High-star Hotels during Operation: Based on Investigation Conducted in parts of
High-star Hotels in Jinan. Energy Procedia, vol. 5, 2011, 890-894.
41. Lumpkin, G. T. & Dess, G. G., 2001. Linking two dimensions of entrepreneurial
orientation to firm performance: the moderating role of environment and industry
life cycle. Journal of Business Venturing, 16, 429451.
42. M. Wagner, S. Schaltegger and W. Wehrmeyer, 2001. The relationship between
the environmental and economic performance of firms. Greener Management
International, 34, 95108.
43. Management, 2004. Department of Business Administration, Zhongshan
University. Future culture Publishing Ltd, Taipei.
44. Mart Puig, Chris Wooldridge, Rosa Mari Darbra, 2014. Identification and
selection of Environmental Performance Indicators for sustainable port
development. Marine Pollution Bulletin, Volume 81, Issue 1, 15, 124130.
45. Martnez-Ros, E. and Orfila-Sintes, F, 2009. Innovation activity in the hotel
industry. Technovaion, 29, 632-641.
46. Mensah, I., 2004. Environmental management practices in US hotels. Retrieved

31

fromhttp://www.hotel-online.com/News/PR20042nd/May04EnvironmentalPracti
ces.html.
47. Mensah, I., 2006. Environmental management practices among hotels in the
greater Accra region. International Journal of Hospitality Management, 25 (3),
414-431.
48. Molina-Azorin, J. F., Claver-Cortes, E., Lopez-Gamero, M. D. and Tari, J. J,
2009. Green management and financial performance: A literature review,
Management Decision, 47, 7, 1080-1100 .
49. N. Tzschentke, D. Kirk, P.A. Lynch, 2008. Going green: decisional factors in
small hospitality operations. International Journal of Hospitality Management, 27
(1), 126133.
50. P. Bohdanowicz, P. Zientara, E. Novotna, 2011. International hotel chains and
environmental protection: an analysis of Hilton's we care! programme (Europe,
20062008). Journal of Sustainable Tourism, 19 (7), 797816.
51. P. Christmann, 2010. Effects of best practices of environmental management
on cost advantage: the role of complementary assets. Academy of Management
Journal, 43 (4), 663680.
52. Perotto, E., Canziani, R., Marchesi, R., & Butelli, P. 2008. Environmental
performance, indicators and measurement uncertainty in EMS context: a case

32

study. Journal of Cleaner Production, 16(4), 1-14.

53. Rikhardsson PM, 1996. Information systems for corporate environmental
management accounting and performance measurement. Sustainable measures:
evaluation and reporting of environmental and social performance. Sheffield:
Greenleaf Publication, 13250.
54. Rodriguez Cano, C., Carrillat, F. A. and Jaramillo, F., 2004). A meta-analysis of
the relationship between market orientation and business performance: Evidence
from five continents. International Journal of Research in Marketing, Vol. 21, No.
2, 179-200.
55. Roya Gholamia, Ainin Binti Sulaimanb, T. Ramayahc, Alemayehu Mollad, 2013.
Senior managers perception on green information systems (IS) adoption and
environmental performance: Results from a field survey. Information &
Management Volume 50, Issue 7, 431438.
56. S. Ball and M.A. Taleb, 2011. Benchmarking waste disposal in the Egyptian
hotel industry. Tourism and Hospitality Research, 11 (1), 118
57. S.A. Melnyk, R.P. Sroufe, R. Calantone, 2003. Assessing the impact of
environmental

management

systems

on

corporate

and

environmental

performance. Journal of Operations Management, 21 (3), 329351.

58. Santos, J., Brito, L., 2012. Toward a subjective measurement model for firm

33

performance. In: Brazilian Administration Review. 9, SI, 95-117.

59. Sara Hajmohammad, Stephan Vachon, Robert D. Klassen, Iuri Gavronski, 2013.
Lean management and supply management: their role in green practices and
performance. Journal of Cleaner Production, Volume 39, 312-320.
60. Sebahattin Yldz, Adem Karakas, 2012. Defining Methods and Criteria for
Measuring Business Performance: A Comparative Research Between the
Literature in Turkey and Foreign. Procedia - Social and Behavioral Sciences,
Volume 58, 10911102.
61. Simpson, M, C., Gssling, S., Scott, D., Hall, C. M. & Gladin, E., 2008. Climate
change adaptation, mitigation in the tourism sector: Framework, Tools and
Practices.
62. Slater, S. F., and Olson, E. M., 2000. Strategy type and performance: the
influence of sales force management. Strategic Management Journal, 21(8),
813-829.
63. Sloan, P., Legrand, W., Tooman, H., & Fendt, J., 2009. Best practices in
sustainability: German and Estonian hotels. Advances in Hospitality and Leisure
5, 89-107.
64. Strasser, K. A., 2008. Do voluntary corporate efforts improve environmental
performance? : The empirical literature. Environmental Affairs, 35, 533-555.

34

65. UNWTO, 2008. Climate change and tourism: Responding to global challenges.
66. Ursula ,G., Andreas ,P. & Alexandra B.S., 2013. Enhancing business performance
of hotels: The role of innovation and customer orientation. International Journal
of Hospitality Management, 33, 347-356.
67. V. Albino, A. Balice, R.M. Dangelico, 2009. Environmental Strategies and Green
Product Development: an Overview on Sustainability-Driven Companies,
Business Strategy and the Environment, 18 , 8396.
68. Venkatraman, N. and Ramanujam, V., 1986. Measurement of business
performance in strategy research: A comparison of approaches. Academy of
Management Review, 1(4), 801-808.
69. W.R. Black. Sustainable mobility and its implication for tourism. L. Lumsdon, S.
Page (Eds.), Tourism and transport: Issues and agenda for the new millennium,
Elsevier, London, UK (2004), 5768.
70. Wagner, M., 2005. How to reconcile environmental and economic performance
to improve corporate sustainability: corporate environmental strategies in the
European paper industry. Journal of Environmental Management, 76, 105-118.
71. Walley, N. and B. Whitehead, 1994. Its not easy being green. Harvard
72. Watson, K., Klingenberg, B., Polito, T. and Geurts, T.G., 2004. Impact of
environmental management system implementation on financial performance: a

35

comparison of two corporate strategies. Management of Environmental Quality,

15(6), 622-628.
73. Wiklund, J., & Shepherd, D., 2003. Knowledge-based resources, entrepreneurial
orientation, and the performance of small and medium-sized businesses.
Strategic Management Journal, 24(13), 1307-1314.
74. Wong, W. Y. C., Lai*, K. H., Shang, K. C., Lu, C. S. and Leung, T. K. P., 2012.
Green operations and the moderating role of environmental management
capability of suppliers on manufacturing firm performance, International Journal
of Production Economics, Vol.140, No.1, 283294.
75. World Travel and Tourism Council, WTTC, 2014. World economic impact
report.
76. Wu, X., Rajagopalan, P., & Lee, S. E., 2010. Benchmarking energy use and
greenhouse gas emissions in Singapores hotel industry. Energy Policy, 38,
4520-4527.
77. Y. Kim and H. Han, 2010. Intention to pay conventional hotel prices at a green
hotel: a modification of the theory of planned behavior. Journal of Sustainable
Tourism, 18 (8), 9971014.
78. Y.M. Teng, K.S. Wu, H.H. Liu., 2013. Integrating altruism and the theory of
planned behaviour to predict patronage intention of a green hotel. Journal of

36

Hospitality & Tourism Research(in press).

79. Yao-Fen Wang, Su-Ping Chen, Yi-Ching Lee, Chen-Tsang (Simon) Tsai, 2013.
Developing green management standards for restaurants: An application of green
supply chain management. International Journal of Hospitality Management,
Volume 34, September 2013, 263273.
80. Yi- Chun Huang , 2001. An Empirical Research of the Integrative Framework for
Green Management on Business: The Study of Taiwan's Chemical Engineering,
Electronics, Information and Communication Industries. Doctor of Philosophy
dissertation, National Sun Yat-sen University, Taiwan, R. O. C.
81. Yu-Shu Peng, Shing-Shiuan Lin, 2008. Local Responsiveness Pressure,
Subsidiary

Resources,

Green

Management

Adoption

and

Subsidiarys

Performance: Evidence from Taiwanese Manufactures. Journal of Business

Ethics, Volume 79, Issue 1-2, 199-212.
82. Zahra, S. A., & Garvis, D. M., 2000. International corporate entrepreneurship
and firm performance: The moderating effect of international environmental
hostility. Journal of Business Venturing, 15(5), 469-492.
83. Zahra, S.A and W.C. Bogner, 2000. Technology Strategy and Software New
Ventures'' Performance: Exploring the Moderating Effect of the Competitive
Environment. Journal of Business Venturing, 15(2), 135-173.

37