Progress in Research on CSR and the Hotel Industry (2006-2015)

Abstract

This study reviews and synthesizes the contemporary literature focusing on the role of corporate social responsibility (CSR) in the hotel industry over the period 2006-2015. The revision process has covered articles meeting two conditions: first, articles focusing exclusively on the hotel industry (not on the tourism sector as a whole) and, second, the issue of CSR is addressed from a broader perspective (economic-social-environmental) and not only environmental. A total of 48 papers have been identified and grouped in three streams of research: CSR-Practices, CSR-Reporting, and CSR-Impacts; the last one been divided into two sublines of research: one from the consumer perspective (Marketing) and the second from the company’s perspective (Firm Business-Performance). For every line, the variables and topics studied are also established. The research lines “Practices” and “Impacts” have received a similar amount of research interest although there is a growing research interest in the impacts of CSR during recent years, either internal or external. Despite this fact, consumer reactions to CSR and the link between CSR and corporate financial performance (CFP) are still important gaps regarding research on CSR in the hotel industry. It is also worth to highlight that a key CSR stakeholder for hotels, like the local community, is particularly underresearched. Additional gaps of research are identified and suggestions for future lines of research are provided.

The impacts of corporate social responsibility on organization citizenship behavior and task performance in hospitality

“…Much of the existing research evaluates the impacts of CSR on organizational outcomes (Jones, Willness, & Madey, 2014). More research is being conducted that examines CSR's contribution to firms' competitive advantage and long-term performance in hospitality, including environmental and community benefits (Levy & Park, 2011;Gu, Ryan, Li, & Wei, 2013;Tsai, Hsu, Chen, Lin, & Chen , 2010), reputation, customer satisfaction and loyalty (Font, Walmsley, Cogotti, McCombes, & Häusler, 2012;Gao & Mattila, 2014;Levy & Park, 2011; Martinez & Bosque, 2013), business performance (Aminudin, 2013;Calveras, 2015;Kujawski, 2015 ;McGehee, Wattanakamolchai, Perdue, & Calvert, 2009;Serra-Cantallops et al, 2017;Zhu, Sun, & Leung, 2014). Besides the impacts on organizations, the effects of CSR on individual employee outcomes are thought also to be significant (Aguinis & Glavas, 2012).…”

“…Hospitality firms should practice CSR to protect the environment and show concern for the well-being of communities to support the sustainable development of the economy, society, and environment (Nyahunzvi, 2013). Considerable evidence indicates that CSR has a positive impact on hotel competitive advantage (Farrington et al, 2017;Luo & Bhattacharya, 2006;Serra-Cantallops, Peña-Miranda, Ramón-Cardona, & Martorell-Cunill, 2017;Su, Swanson, Hsu, & Chen, 2017).…”

“…However, past research tends to emphasize the effects of CSR on organizational performance at a macro level (Aguinis & Glavas, 2012;Kim, Kim, & Mattila, 2017;Serra-Cantallops et al, 2017). There remains a need to analyze social responsibility at a micro level, especially employee-level outcomes including positive individual behaviors and performance (Flammer & Luo, 2016;Supanti & Butcher, 2018).…”

“…The existing literature suggests that CSR positively affects employee attitudes and behaviors (Buli, Martínez, & Matute, 2016;Luu, 2017;Serra-Cantallops, et al, 2017;Shin, et al, 2016). Surprisingly, few researchers explain how and why CSR impacts employee OCB (Oo, Jung, & Park, 2018;Supanti & Butcher, 2018).…”

Modelling the Impact of ISO 26000 Implementation on Egyptian Hotel Sector Performance

“…The interpretation of positive and negative effects reflects how hotel general managers, hotel financial managers, and food and beverage managers perceive the drivers and boundaries of the adoption of ISO26000 and information provided on the Egyptian hotels ( Figure 1). The mediator factor ISO adoption showed a significant positive effect on hotel performance approved with (Lindgreen et al, 2018), ISO adoption has a significant positive effect on market share agreed with (Serra-Cantallops et al, 2018), ISO adoption has a significant positive effect on competitive advantages accepted with (Moyeen et al, 2019), and ISO adoption has a significant positive effect on reputation shown with (Lindgreen et al, 2018).…”