Environmentally friendly practices among restaurants: drivers and barriers to change

‘Nudging’ as an architect of more responsible consumer choice in food service provision: The role of restaurant menu design

“…It is also attributed to operational inefficiencies of catering enterprises (Hu et al 2013) that can further be intensified by reckless managerial attitudes and decisions (Kasim and Ismail 2012). Limited understanding of the inter-linkages between food service provision and climate change by hospitality staff also plays a role (Bohdanowicz et al 2011;Hu et al 2013).…”

“…This calls for a change given that public demand for food intensifies and accelerates environmental impacts attributed to its provision, both in 'at home' and 'out-of-home' settings Namkung and Jang 2013). The contribution of the catering service sector to global climatic changes deserves particular attention as the carbon footprint of dining out is large and yet growing, which implies urgent mitigation (Baldwin et al 2011;Gössling 2011;Kasim and Ismail 2012).…”

Heritage tourism, CSR and the role of employee environmental behaviour

“…In both general and tourism specific CSR literatures, a wide range of drivers and facilitators for CSR are often noted including enhancements to reputation (Coles et al, 2013), public and/or official recognition of environmental commitment, envisioned cost savings, pressure of customers and tour operators, personal awareness of managers (Kasim & Ismail, 2012), potential improvement of internal management system (Ayuso, 2006), employee connectedness and trade pressure (Kasim & Ismail, 2012) and competitive advantage leading to profit. However, further research is required to identify and understand drivers and facilitators of CSR in the tourism industry, particularly at the micro level of employees (Dwyer & Sheldon, 2007).…”

“…Research suggests a numbers of barriers as to why CSR initiatives are not incorporated into both general and tourism enterprises. These include: lack of resources and understanding (Coles et al, 2013), technical barriers, personal attitudes, top management organisational barriers, quality of communication and 12 administrative heritage (Bohdanowicz et al, 2011), weakly enforced environmental laws and regulations, scarce and intermittent green supply chain, non-existent trade pressure and poor tourist and community demand (Kasim & Ismail, 2012) and expense (Frey & George, 2010). Therefore, the more potential to change their environmental behaviour employees see, the less satisfied with their behaviour they will be, and where there are many barriers there is likely to be much potential to change behaviour.…”

“…Drivers of CSR such as enhanced reputation (Coles et al, 2013), consumer pressure, cost savings (Ayuso, 2006) and management support (Kasim & Ismail, 2012) have been discussed alongside barriers to implementation such as lack of resources/understanding (Coles et al, 2013), organisational barriers (e.g., ingrained management) (Bohdanowicz, Zietntara & Novotna, 2011) and expenses (Frey & George, 2010). In particular, studies have focused on the business case for CSR (Carroll & Shabana, 2010;Lindgreen & Swaen, 2010), that is, the tangible and financial benefits which are expected to come from CSR involvement.…”