بررسی نقش اثرات گواهی نامه های استاندارد پایداری در اقدامات (رقابتی و عملکرد) در هتل های سبز - محور (مطالعه موردی: هتل پارسیان – استان چهارمحال و بختیاری)
محورهای موضوعی : علوم جغرافیا (کلیه گرایشها)
شهرام رفیعی نائینی
1
,
عبدالرضا فرجي راد
2
1 -
2 - تهران
کلید واژه: گواهینامه های پایداری, مسائل زیست محیطی, هتل های بین المللی پارسیان, مقصد گردشگری, مدیریت محیطی.,
چکیده مقاله :
امروزه، مسائل زیست محیطی، اجتماعی و حاکمیتی در محیط های جغرافیایی به دلیل افزایش فشار ذینفعان در مورد اثرات نامطلوب اجتماعی و زیست محیطی اقدامات شرکت های گردشگری، در خط مقدم دستور کار شرکت های مهمان نوازی قرار دارند. هدف از مطالعه مقدماتی بررسی مزایای گواهی های پایداری برای کسب و کارها، تأثیر آنها بر عملکرد مالی شرکت های مهمان نوازی پرداخته است و در سطح مجموعه رقابتی (کامپست) آن مشخص نیست. که برای پرکردن شکاف فوق در ادبیات، این مطالعه از داده های هتل پارسیان – استان چهارمحال و بختیاری به عنوان هتل سبز استفاده شده است. تا تأثیر گواهی‌های پایداری را بر شاخص‌های عملکرد کلیدی در هتل به کامپست خود (به عنوان مثال، اشغال، میانگین نرخ روزانه، درآمد هر اتاق در دسترس)، مقایسه کند. روش بررسی در این مطالعه، برای آزمایش فرضیه‌های خود، مدل‌های اثر تصادفی مختلفی را به کار بردیم تا تعیین کنیم آیا دریافت گواهینامه عملکرد هتل را بهبود می‌بخشد، آیا هتل‌ها باید به هتلی که گواهی دریافت می‌کند واکنش نشان دهند و آیا ترتیب پاسخ و زمان‌بندی پاسخ اهمیت دارد یا خیر. نمونه ما شامل مجموعه داده پانل نامتعادل از 51625 مشاهدات ماهانه از هتل بین المللی پارسیان دارای گواهی استاندارد واقع در استان چهارمحال و بختیاری است. ما هتل بین المللی پارسیان را بر اساس تأیید قبلی و سبز بودن توسط چندین مطالعه انتخاب کردیم که این استان یک مقصد گردشگری به عنوان قطب اکو موزه طبیعت گردی است و هتل مذکور همه سطوح را شامل می‌شود. یافته‌ها ما نشان می‌دهد که هتل‌های دارای گواهینامه می‌توانند خود را در مقایسه با رقبا از طریق مزیت حرکت اول افزایش دهند. در نتیجه، این مطالعه کمک های قابل توجهی به ادبیات مدیریت محیطی و پویایی رقابتی در صنعت مهمان نوازی ارائه می دهد. ما دستورالعمل‌هایی را در مورد زمان‌بندی پاسخگویی به هتل‌های دیگر در مجموعه رقابتی آنها هنگام دریافت گواهینامه پایداری به مدیران ارائه می‌کنیم.
Nowadays, environmental, social and governance issues in geographic environments is at the forefront of hospitality companies' agenda due to the increasing pressure of stakeholders regarding the adverse social and environmental effects of tourism companies' actions. The purpose of the preliminary study is to examine the benefits of sustainability certificates for businesses, their impact on the financial performance of hospitality companies, and it is not clear at the level of the competitive set (compost). To fill the above gap in the literature, this study used the data of Parsian Hotel - Chaharmahal province and Bakhtiari as a green hotel. To compare the impact of sustainability certificates on key performance indicators in the hotel to its comp (eg, occupancy, average daily rate, revenue per available room). Methodology In this study, we used various random effect models to test our hypotheses to determine whether receiving certification improves hotel performance, whether hotels should respond to a hotel receiving certification, and whether the order of response and timing of response Does it matter or not? Our sample consists of an unbalanced panel dataset of 51,625 monthly observations from the standard-certified Parsian International Hotel located in Chaharmahal and Bakhtiari province. We chose Parsian International Hotel based on the previous confirmation and greenness by several studies that this province is a tourist destination as the eco pole of the nature tourism museum and the said hotel includes all levels. Our findings suggest that certified hotels can enhance themselves compared to competitors through first-mover advantage. In conclusion, this study provides significant contributions to the literature on environmental management and competitive dynamics in the hospitality industry. We provide managers with guidelines on when to respond to other hotels in their competitive portfolio when receiving sustainability certification.
Aboulnasr, K., Narasimhan, O., Blair, E., Chandy, R., 2008. Competitive response to radical product innovations. J. Mark. 72 (3), 94–110.
Alnahedh, M.A., Pleshko, L.P., 2020. Disentangling the effect of switching costs on the presence of first-mover advantage: evidence from Kuwait. Arab J. Adm. Sci. 27 (2).
Andreu, R., Claver, E., Quer, D., 2010. Entry of Spanish tourism firms into new businesses. Int. J. Contemp. Hosp. Manag. 22 (1), 7–23.
Aznar, J., Sayeras, J., Galiana, J., Rocafort, A., 2016. Sustainability commitment, new competitors’ presence, and hotel performance: the hotel industry in Barcelona. Sustainability 8 (8), 755.
Baker, M.A., Davis, E.A, Weaver, P.A., 2014. Eco-friendly attitudes, barriers to participation, and differences in behavior at green hotels. Cornell Hosp. Q. 55(1), 89–99.
Barber, Nelson A, Deale, Cynthia, 2014. Tapping mindfulness to shape hotel guests’ sustainable behavior. Cornell Hospitality Quarterly 55 (1), 100–114.
Barney, J., 1991. Firm resources and sustained competitive advantage. J. Manag. 17 (1), 99–120.
Barney, J.B., 2018. Why resource-based theory’s model of profit appropriation must incorporate a stakeholder perspective. Strateg. Manag. J. 39 (13), 3305–3325.
Beldona, S., Kher, H.V., Bernard, S., 2020. Do personal values affect perceptions of the hospitality performance? Int. J. Hosp. Manag. 87, 102384.
Bernard, S., Nicolau, J.L., 2022. Environmental certification and hotel market value. Int. J. Hosp. Manag. 101, 103129.
Bianco, S., Zach, F.J., Liu, A., 2022. Early and late-stage startup funding in hospitality: effects on incumbents’ market value. Ann. Tour. Res. 95, 103436.
Bianco, S., Zach, F.J., Singal, M., 2022. Disruptor recognition and market value of incumbent firms: airbnb and the lodging industry. J. Hosp. Tour. Res. 1096348022108.
Black, R., Crabtree, A., 2007. Quality Assurance and Certification in Ecotourism.
Borella, I.L., de Carvalho Borella, M.R., 2016. Environmental impact and sustainable development: An analysis in the context of standards ISO 9001, ISO 14001, and OHSAS 18001. Environ. Qual. Manag. 25 (3), 67–83.
Bowman, C., Ambrosini, V., 2007. Identifying valuable resources. Eur. Manag. J. 25. (4), 320–329.
Capone, G., Malerba, F., Orsenigo, L., 2013. Are switching costs always effective in creating first-mover advantage? The moderating role of demand and technological regimes. Long. Range Plan. 46 (4–5), 348–368.
Casado-Díaz, A.B., Sellers-Rubio, R., Rodriguez-Sanchez, C., Sancho-Esper, F., 2020. Predictors of willingness to pay a price premium for hotels’ water-saving initiatives. J. Travel Tour. Mark. 37 (7), 773–784.
Cavero-Rubio, J.A., Amorós-Martínez, A., 2020. Environmental certification and Spanish hotels’ performance in the 2008 financial crisis. J. Sustain. Tour. 28 (5), 771–796.
Chen, H., Bernard, S., Rahman, I., 2019. Greenwashing in hotels: a structural model of trust and behavioral intentions. J. Clean. Prod. 206, 326–335.
Chen, L.-F., 2019. Hotel chain affiliation as an environmental performance strategy for luxury hotels. Int. J. Hosp. Manag. 77, 1–6.
Chen, M.-J., 1996. Competitor analysis and interfirm rivalry: toward a theoretical integration. Acad. Manag. Rev. 21 (1), 100–134.
Chen, M.-J., MacMillan, I.C., 1992. Nonresponse and delayed response to competitive moves: the roles of competitor dependence and action irreversibility. Acad. Manag. J. 35 (3), 539–570.
Chen, M.-J., Miller, D., 2012. Competitive dynamics: themes, trends, and a prospective research platform. Acad. Manag. Ann. 6 (1), 135–210.
Chen, M.-J., Michel, J.G., Lin, W., 2021. Worlds apart? Connecting competitive dynamics and the resource-based view of the firm. J. Manag. 47 (7), 1820–1840.
Ching, H.Y., Gerab, F., 2017. Sustainability reports in Brazil through the lens of signaling, legitimacy and stakeholder theories. Social Responsibility Journal.
Chong, H., Verma, R., 2013. Hotel Sustainability: Financial Analysis Shines a Cautious Green Light.
Claver-Cort´es, E., Molina-Azorín, J.F., Pereira-Moliner, J., L´opez-Gamero, M.D., 2007. Environmental strategies and their impact on hotel performance. J. Sustain. Tour. 15(6), 663–679.
Claver-Cort´es, E, Pereira-Moliner, J, Molina-Azorín, J.F., Tari-Guill´o, J.J., 2010. Certification in quality and environment and its relationship with business performance: Evidence in the Spanish hotel sector. Papers de Turisme 24-37.
dos Santos, R.A., Mexas, M.P., Meirino, M.J., Sampaio, M.C., Costa, H.G., 2020. Criteria for assessing a sustainable hotel business. J. Clean. Prod. 262, 121347.
Espino-Rodríguez, T.F., Padr´on-Robaina, V., 2005. A resource-based view of outsourcing and its implications for organizational performance in the hotel sector. Tour. Manag. 26 (5), 707–721.
Fang, L., Li, H., Li, M., 2019. Does hotel location tell a true story? Evidence from geographically weighted regression analysis of hotels in Hong Kong. Tour. Manag. 72, 78–91.
Font, X., Haas, E., Thorpe, K., Forsyth, L., 2001. Directory of tourism ecolabels. Tourism Ecolabelling: Certification and Promotion of Sustainable Management, pp. 271–348.
Forehand, M.R., Grier, S., 2003. When is honesty the best policy? The effect of stated company intent on consumer skepticism. Journal of consumer psychology 13. (3). 349–356.
Fornell, Claes, 1992. A national customer satisfaction barometer: The Swedish experience. Journal of marketing 56 (1), 6–21.
Fraj, E., Matute, J., Melero, I., 2015. Environmental strategies and organizational competitiveness in the hotel industry: the role of learning and innovation as determinants of environmental success. Tour. Manag. 46, 30–42.
Geerts, W., 2014. Environmental certification schemes: hotel managers’ views and perceptions. Int. J. Hosp. Manag. 39, 87–96.
González-Rodríguez, M.R., Jiménez-Caballero, J.L., Martín-Samper, R.C., Köseoglu, M. A., Okumus, F., 2018. Revisiting the link between business strategy and performance: evidence from hotels. Int. J. Hosp. Manag. 72, 21–31. Guo, W., Sengul, M., Yu, T., 2020. Rivals’ negative earnings surprises, language signals, and firms’ competitive actions. Acad. Manag. J. 63 (3), 637–659.
Gürkaynak, R., Kısacıko˘glu, B., Wright, J., 2018. Missing Events in Event Studies: Identifying the Effects of Partially-Measured News Surprises.
He, G.A.O., Tieying, Y.U., Cannella Jr, A.A., 2017. Understanding word responses in competitive dynamics. Acad. Manag. Rev. 42 (1), 129–144.
Hesford, J., Hoffmann, K., Mangin, N., Turner, M.J., 2020. Financial consequences of competitive set choice. Int. J. Hosp. Manag. 86, 1022453.
Hinterhuber, A., 2013. Can competitive advantage be predicted? Manag. Decis. 51.(4), 795–812.
Ionescu, G., Firoiu, D., Pirvu, R., Vilag, R., 2019. The impact of ESG factors on market value of companies from travel and tourism industry. Technol. Econ. Dev. Econ. 25(5), 820–849.
Kang, S., Nicholls, S., 2021. Determinants of willingness to pay to stay at a green lodging facility. Int. J. Hosp. Manag. 94, 102834.
Khairat, G., Maher, A., 2012. Integrating sustainability into tour operator business: an innovative approach in sustainable tourism. TOURISMOS 7 (1), 213–233.
Kim, M., Lee, S.K., Roehl, W.S., 2018. Competitive price interactions and strategic responses in the lodging market. Tour. Manag. 68, 210–219.
Koo, B., Yu, J., Han, H., 2020. The role of loyalty programs in boosting hotel guest loyalty: impact of switching barriers. Int. J. Hosp. Manag. 84, 102328.
Kruesi, M., Kim, P.B., Hemmington, N., 2017. Evaluating foreign market entry mode theories from a hotel industry perspective. Int. J. Hosp. Manag. 62, 88–100.
Lee, H., Smith, K.G., Grimm, C.M., Schomburg, A., 2000. Timing, order and durability of new product advantages with imitation. Strateg. Manag. J. 21 (1), 23-30.
Lee, S.K., Jang, S., 2017. Early mover or late mover advantage for hotels? J. Hosp. Tour. Res. 41 (1), 23–40. https://doi.org/10.1177/1096348013503995.
Lenzen, M., Sun, Y.-Y., Faturay, F., Ting, Y.-P., Geschke, A., Malik, A., 2018. The carbon footprint of global tourism. Nat. Clim. Chang. 8 (6), 522–528.
Luoma, J., Ruutu, S., King, A.W., Tikkanen, H., 2017. Time delays, competitive interdependence, and firm performance. Strateg. Manag. J. 38 (3), 506-525.
Manoharan, A., Madera, J.M., Singal, M., 2021. Walking the talk in diversity management: Exploring links between strategic statements, management practices, and external recognition. Int. J. Hosp. Manag. 94, 102864.
Melissen, Frans, van Ginneken, Rob, wood, Roy, 2016. Sustainability challenges and opportunities arising from the owner-operator split in hotels. International Journal of Hospitality Management 54, 35–42.
Michael, S.C., 2003. First Mover Advantage through Franchising, pp. 61-80.
Ozdemir, M.A., Ergun, E., 2022. Creative tourism as sustainable initiative of a coastal destination: creative routes in Fethiye. Challenges and New Opportunities for Tourism in Inland Territories: Ecocultural Resources and Sustainable Initiatives. IGI Global, pp. 64–89.
Pan, S.-Y., Gao, M., Kim, H., Shah, K.J., Pei, S.-L., Chiang, P.-C., 2018. Advances and challenges in sustainable tourism toward a green economy. Sci. Total Environ. 635, 452–469.
Parguel, B., Benoit-Moreau, F., Larceneux, F., 2011. How sustainability ratings might deter ‘greenwashing’: A closer look at ethical corporate communication. J. Bus. Ethics 102 (1), 15–28.
Peiró-Signes, A., Segarra-Oña, M.-D.-V., Verma, R., Mondéjar-Jiménez, J., Vargas- Vargas, M., 2014. The impact of environmental certification on hotel guest ratings. Cornell Hosp. Q. 55 (1), 40–51.
Prud’homme, B., Raymond, L., 2013. Sustainable development practices in the hospitality industry: an empirical study of their impact on customer satisfaction and intentions. Int. J. Hosp. Manag. 34, 116–126.
Qiu, H., Ye, B.H., Bai, B., Wang, W.H., 2015. Do the roles of switching barriers on customer loyalty vary for different types of hotels? Int. J. Hosp. Manag. 46, 89–98.
Rahman, I., Park, J., Chi, C.G.-Q., 2015. Consequences of “greenwashing”. Int. J. Contemp. Hosp.Management 27 (6), 1054–1081.
Reid, S., Johnston, N., Patiar, A., 2017. Coastal resorts setting the pace: an evaluation of sustainable hotel practices. J. Hosp. Tour. Manag. 33, 11–22.
Rhou, Y., Singal, M., 2020. A review of the business case for CSR in the hospitality industry. Int. J. Hosp. Manag. 84, 102330.
Rivera, M., Kizildag, M., Croes, R., 2021. Covid-19 and small lodging establishments: a break-even calibration analysis (CBA) model. Int. J. Hosp. Manag. 94, 102814.
Robertson, J., Barling, J., 2017. Toward a new measure of organizational environmental citizenship behavior. J. Bus. Res. 75, 57–66.
Robinson, S., Singh, A., Das, P., 2016. Financial impact of LEED and energy star certifications on hotel revenues. J. Hosp. Financ. Manag. 24 (2), 110–126.
Segarra-Oña, M.-D.-V., Peiró-Signes, ´A., Verma, R., Miret-Pastor, L., 2012. Does environmental certification help the economic performance of hotels? Cornell Hosp. Q. 53 (3), 242–256.
Sharma, T., Chen, J., Liu, W.Y., 2020. Eco-innovation in hospitality research (1998-2018): a systematic review. Int. J. Contemp. Hosp.Management 32 (2), 913–933.
Singjai, K., Winata, L., Kummer, T.-F., 2018. Green initiatives and their competitive advantage for the hotel industry in developing countries. Int. J. Hosp. Manag. 75, 131–143.
Smith, K.G., Ferrier, W.J., Ndofor, H., 2001. Competitive dynamics research: critique and future directions. Handb. Strateg. Manag. 315, 361.
Sobaih, A.E.E., Elshaer, I., Hasanein, A.M., Abdelaziz, A.S., 2021. Responses to COVID-19: the role of performance in the relationship between small hospitality enterprises’ resilience and sustainable tourism development. Int. J. Hosp. Manag. 94, 102824.
Stefan, A., Paul, L., 2008. Does it pay to be green? A systematic overview. Acad. Manag. Perspect. 22 (4), 45–62.
Sun, Y.Y., Cardaso, M.A., Driml, S, 2020. Tourism carbon footprint inventories: A review of the environmentally extended input-output approach. Annals of Tourism Research 82.
Susskind, A.M., 2014. Guests’ reactions to in-room sustainability initiatives. Cornell Hosp. Q. 55 (3), 228–238.
Tanford, S., Raab, C., Kim, Y.-S., 2012. Determinants of customer loyalty and purchasing behavior for full-service and limited-service hotels. Int. J. Hosp. Manag. 31.(2), 319–328.
Torres, E.N., Fu, X., Lehto, X., 2014. Examining key drivers of customer delight in a hotel experience: a cross-cultural perspective. Int. J. Hosp. Manag. 36, 255–262.
TripAdvisor, 2013. TripAdvisor Green Leaders Program Highlights Eco-friendly Hotels to Help Travelers Plan Greener Trips. 〈https://www.unep.org/news-and-stories/press- release/tripadvisor-greenleaderstm-program-highlights-eco-friendly-hotels〉.
Van Der Rest, J.-P., Roper, A., Wang, X.L., 2018. Why is a change of company pricing policy so hard to implement? Int. J. Hosp. Manag. 69, 30–40.
Vlachos, P.A., Tsamakos, A., Vrechopoulos, A.P., Avramidis, P.K., 2009. Corporate social responsibility: attributions, loyalty, and the mediating role of trust. J. Acad. Mark. Sci. 37 (2), 170–180.
Wong, A., Kim, S., Hwang, Y.H., 2022. Effects of Perceived Corporate Social Responsibility (CSR) Performance on Hotel Employees’ Behavior. Int. J. Hosp. Manag.Administration 23 (6), 1145–1173.
Wong, A., Kim, S., Lee, S., Elliot, S., 2021. An application of Delphi method and analytic hierarchy process in understanding hotel corporate social responsibility performance scale. J. Sustain. Tour. 29 (7), 1153–1179.
Yi, S., Li, X., Jai, T.-M., 2018. Hotel guests’ perception of best green practices: a content analysis of online reviews. Tour. Hosp. Res. 18 (2), 191–202.
Yu, T., Cannella, A.A., 2007. Rivalry between multinational enterprises: an event history approach. Acad. Manag. J. 50 (3), 665–686.
