Journal of Cleaner Production 184 (2018) 537e549

Contents lists available at ScienceDirect

Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro

Direct and indirect effects of eco-innovation, environmental

orientation and supplier collaboration on hotel performance: An
empirical study
Mohamed Aboelmaged
College of Business Administration, University of Sharjah, P.O. 27272, Sharjah, United Arab Emirates

a r t i c l e i n f o a b s t r a c t

Article history: This research builds on the relational theory and the natural-resource-based view (NRBV) of the firm to
Available online 20 February 2018 examine the direct and indirect effects of eco-innovation, environmental orientation and supplier
collaboration on hotel performance. Survey responses of 182 hotel managers and officers from the United
Keywords: Arab Emirates (UAE) have been validated and analysed by means of structural equation modelling using
Eco-innovation the partial least squares method. The findings capture the dynamic role of environmental orientation and
Environmental orientation
eco-innovation practices in influencing hotel performance. Surprisingly, the impact of environmental
Supplier collaboration
supplier collaboration on eco-innovation practices and hotel performance was not supported. This paper
Hotel performance
extends the body of sustainability knowledge by linking environmental orientation and supplier
collaboration to eco-innovation in hotel organisations. It is also an early attempt to examine these re-
lationships in a developing context. Theoretical and managerial implications are also discussed.
© 2018 Elsevier Ltd. All rights reserved.

1. Introduction sustainability, hotel managers have overseen various innovative

approaches to minimise the negative environmental impact of their
Sustainability has become a crucial issue for hotel organisations operations. According to Martínez-Pe
rez et al. (2015), eco-
as they naturally consume a vast amount of resources. innovation practices have gained eminence in hotel organisations
Bohdanowicz (2006) indicated that the majority of hotels’ envi- as a new business model in which meeting the growing demand for
ronmental impact is derived from the unlimited and diffused quality and sustainable products and services, using innovations in
consumption of nondurable resources including water, food, en- hotel operations, and protecting the environment are well groun-
ergy, paper, and other goods, followed by the emissions of pollut- ded. However, eco-innovation research in hotel organisations re-
ants and unfriendly materials (e.g., non-disposable or non- mains scant despite its popularity in the manufacturing and
recyclable items) to the local environment. Hotels also confront industrial sectors (Alonso-Almeida, 2016; García-Pozo et al., 2015).
strenuous environmental and economic pressures from a wide Similarly, Menezes & da Cunha (2016) asserted that although there
spectrum of local and international stakeholders. For example, is considerable research on sustainability in hotels (e.g., Jones et al.,
managers are struggling to satisfy a growing segment of their 2014, 2016; Legrand et al., 2005; Sloan et al., 2013), studies that
customers who would like to pay for green hotels while trying to emphasise eco-innovation in this sector are scarce. This situation is
control the costs of hotel operations (Rodríguez-Anton et al., 2012). even more glaring in such contexts as the Arabian Gulf, where very
Additionally, the growing emphasis on resource conservation and hot weather and water scarcity are further challenges to sustain-
sustainable tourism are robust forces for environmental practices, able tourism. Therefore, the purpose of this paper is to examine the
bearing in mind the expectations of hotel guests as a powerful determinants of eco-innovation in hotel organisations. The study
determinant of service effectiveness (Ludevid, 2000). Moreover, the also contributes to the body of sustainability knowledge via
natural environment (e.g., air, the sun, sand, sea, landscape) is a frail developing the theoretical foundation for linking eco-innovation to
element in the service mix since it is highly prone to a negative environmental orientation and environmental supplier collabora-
impact of hotel operations concerning customer effect, resource tion based on the natural-resource-based view (NRBV) of the firm
utilisation and waste management (García-Pozo et al., 2015; (Hart, 1995) and the relational theory (Dyer and Singh, 1998). Be-
Vellecco and Mancino, 2010). To meet the escalating demand for sides, the study is an early attempt to investigate eco-innovation in

https://doi.org/10.1016/j.jclepro.2018.02.192
0959-6526/© 2018 Elsevier Ltd. All rights reserved.
538 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549

hotels in the context of the Arabian Gulf. The third contribution is reporting, using a 100% PVC-free). They further demonstrated that
testing the effects of environmental orientation, environmental hotels tend to develop a large number of end-of-pipe eco-in-
supplier collaboration and eco-innovation on hotel performance. novations to save costs, improve their image and increase market
The rest of the paper is organised as follows: Section two re- share. However, the impact of eco-innovation on hotel’s competi-
views relevant theories and literature. While section three draws tive advantage is wobbling when incentives (e.g., innovation
research hypotheses, the research methodology is outlined in sec- funding and collaborations with other organisations) and barriers
tion four. Data analysis and results are presented in section five. (e.g., lack of stakeholder’s pressures) are encountered (Menezes
Section six is dedicated to discussing the research results. Finally, and da Cunha, 2016). García-Pozo et al. (2015, 2016) examined
the paper concludes with the study’s limitations and directions for the relationship between eco-innovation and labour productivity in
future research. Spanish hotels. They indicated that implementing eco-innovative
practices in hotel organisations enhances labour productivity by
2. Theoretical background about 8.15%. Moreover, Martínez-Pe
rez et al. (2015) examined the
mediating role of knowledge strategy in the relationship between
This section paves the theoretical ground for the current study social capital and eco-innovation in tourism clusters. They revealed
through emphasising the role of eco-innovation in hotel organisa- that a knowledge exploration strategy is a significant mediator
tions and introducing the study context. This is followed by pre- through which managers can use social capital in developing eco-
senting two theories involving the NRBV and the relational theory innovation initiatives in tourism firms. Analysing eco-innovations
and their relevance as theoretical foundations for environmental in 57 tourism businesses worldwide using the Delphi method,
orientation and environmental supplier collaboration. Alonso-Almeida et al. (2016) confirmed the vital role of eco-
innovation practices in fostering creative changes in the entrepre-
2.1. Eco-innovation in hotel organisations neurial mindset and key processes within various types of tourism
organisations (e.g., hotels, restaurants, cruises, leisure, travel).
Eco-innovation has become a buzzword in the innovation Alonso-Almeida et al. (2016) also stressed that eco-innovation
research field in recent years. It is denoted by researchers as one of research is still in its infancy which opens the venue for abun-
the paths to proper sustainability. However, the concept is often dant research opportunities in diverse contexts. In conclusion, prior
used without a precise definition and is discussed from multifac- research has pointed out the eminent role of eco-innovation in
eted perspectives. It is occasionally referred to as developing new hotel organisations though there are a limited number of studies.
products and processes that create customer and business value Further to delineating the types of eco-innovations in hotel orga-
through decreasing negative environmental effects (Fussler and nisations, most of the previous studies focused on the outcomes of
James, 1996; Rennings, 2000). An alternate view maintains that eco-innovations rather than investigating their determinants in the
eco-innovation should go beyond developing new products and hotel sector. The following section presents the sustainability
services to include the processes, practices, systems, equipment pressures on the hotel industry in the UAE.
and techniques that should be modified to contribute to environ-
mental sustainability in general (Oltra and Saint Jean, 2009; Kemp 2.2. Sustainability and hotels in UAE context
and Arundel, 1998; Rennings and Zwick, 2003). In addition, Carillo-
Hermosilla et al. (2010) asserted that eco-innovation is any inno- The UAE has been a front-runner in the transition to sustain-
vation that leads to minimising harmful effects of production and ability by making efforts to become a successful model for a low-
consumption on the environment, whether the focal drive for their carbon green economy. In 2009, the UAE hosted the International
invention or modification is environmental or not. Furthermore, Renewable Energy Agency (IRENA) which is located in Masdar City.
Carillo-Hermosilla et al. (2010) introduced three levels of eco- The UAE also launched the green economy for sustainable devel-
innovations. First, the end-of-pipe eco-innovations that aim at opment initiative, in 2012, which paved the way for the UAE Green
reducing the negative environmental impact through adding Agenda 2015e2030 which aimed at increasing the use of renew-
components to the original product, processes or systems. Second, able energy and eco-innovation (MOEW, 2015). For example, Abu
the eco-efficacy innovations that are the processes or systems that Dhabi, The UAE capital, established the 100 MW Shams 1 CSP plant,
generate less waste and pollution. Third, the eco-effectiveness in- the largest-ever renewable energy project in the Middle East. The
novations that adopt an industrial ecology’s view towards devel- Drop of Life Project is another initiative, aiming to extract fresh-
oping effective environmental solutions for society through radical water from air humidity, which has been activated through joint
alteration of components and subsystems (Carrillo-Hermosilla agreements between the UAE government and technology firms.
et al., 2010). Nonetheless, most of the eco-innovation definitions Considering the fact that the fast-growing demand exceeds water
promote a sustainable future through fulfilling social, economic, and energy supply, the UAE was highlighted alongside Brazil and
and environmental goals. In the hotel context, Menezes and da India as most needing to mitigate that risk (O’Neill, 2013). Recently,
Cunha (2016) asserted that eco-innovations can be used in hotels the tourism sector in the UAE has embarked on moving towards
to preserve resources including water (e.g., toilets with dual flush sustainability and a clean environment to abridge the startling
valves, sewage treatment plants, reusing treated water for cooling resource consumption figures. A recent report by the Emirates
and irrigation, sensors on taps), energy (e.g., using LED and motion green building council stated that “UAE hotels rank among the top
sensors in lighting, using low temperature systems in the laundry, energy-consuming hotels worldwide. For instance, a recent survey
solar panels for heating water, energy production from waste, heat showed that in Dubai five-star hotels consume up to 225% more
recovery systems, wind turbines), waste (e.g., garbage separation, energy when compared to their five-star counterparts in Europe”
waste management, recycling of paper, cardboard, aluminium and (EmiratesGBC, 2016, p. 13). Moreover, the estimated annual CO2
glass, using anaerobic digestion to turn organic waste into energy, emission per hotel room in the UAE is about 32 kg compared with
using vacuum systems in waste management, conversion of used 6 kg in the UK, while daily water consumption is estimated at 680 L
oil in food and beverage, using a system that eliminates food per guest compared with 300 L for the local population (O’Neill,
wastage), and other resources (e.g., using natural ingredients in 2016). In response to these figures, some UAE hotels have pio-
redesigning facilities and packaging, using certification of envi- neered the path toward sustainability such as Yassat Gloria Hotel &
ronmentally sustainable buildings, applying sustainable enterprise Apartments, Madinat Jumeirah, and Ramada Hotel & Suites.
 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549 539

Fig. 1 below shows considerable reductions in four measures process is a competitive resource compared to end-of-pipe pollu-
involve CO2 emission, water, electricity and gas over five years tion control solutions that are obtainable, imitable and substitut-
(2009e2013) in the Madinat Jumeirah hotels (Jumeirah Group, able (Vachon and Klassen, 2008). Based on the NRBV,
2013). These measures reflect four key performance indicators environmental orientation underlines an organisational capability
that all hotels are keeping track of. Environmental policy of most of that simultaneously satisfies current and future environmental and
UAE hotels, for example, emphasizes that solid waste (e.g., used societal needs while meeting an organisation’s economic goals
bathroom amenities, paper, cardboard, plastic, aluminium cans, (Menon and Menon, 1997; Paulraj, 2011; Stone and Wakefield,
metal, glass, used cooking oil, hazardous waste, etc.) should be 2000). It is a strategic, internal and proactive capability that has
sorted at source and recycled in partnership with a specialized the potential to drive sustainable development through an orga-
recycling firm. The policy also highlights that water and electricity nisation’s value. The ability of an organisation to transform clut-
saving measure should be applied to all areas (e.g., using treated tered environmental initiatives into an evident environmental
effluent water in landscaped gardens irrigation, using local trees in orientation to both internal and external stakeholders, is grounded
landscaping, using energy efficient lighting and reducing non- on various prerequisites that bond such initiative with strategic
essential lighting wherever possible). Tracking carbon footprint, vision (Lubin and Esty, 2010), organisational resources (Elsayed,
involving tenants and contractors to provide an environmental 2006), and positive environmental culture (e.g., managerial atti-
impact assessment, keeping heads of departments responsible for tudes, values, routines, commitments, standards, and responses)
storing and handling hazardous materials (e.g., paint products, (Dibrell et al., 2011; Gabler et al., 2015) to pursue environmental
acids, water sanitation and chemicals) in accordance with safety opportunities (e.g., product stewardship and pollution prevention)
data sheets and completed risk assessments are also covered in the (Paulraj, 2011). Prior work on sustainability has also pondered
hotel’s environmental policy. Hotels are also required to use climate environmental orientation as an internal capability emphasising
control technologies within various hotel areas and on-site indus- internal environmental practices comprising ISO 14001 certifica-
trial tunnel washers to process all laundry cleaning in-house. In tion, eco-design and labelling, environmental auditing and
addition, many hotels in the UAE hold local and international reporting (Yu et al., 2014). Proactivity is a further prominent feature
environmental awards and certifications. Awards, for example, of environmental orientation that reflects continuous engagement
involve ‘Green Key Award’, ‘the best 5-star Hotel by Dubai Munic- in pursuing environmental opportunities to avoid undesired envi-
ipality Food Safety Awards’, ‘Dubai Green Tourism Award’, ‘EEG ronmental outcomes (Graham and Potter, 2015). Prior research on
Emirates Environment Group’s Waste Management Awards’, and environmental orientation has emphasised mainly on de-
‘Recycling Campaign Awards’. Certifications, on other hand, include terminants (e.g., stakeholder pressure, resources and capabilities,
‘Green Globe Certification’ ‘Abu Dhabi Center of Waste Manage- environmental conditions) (Garces-Ayerbe et al., 2012; Murillo-
ment ‘NADAFA’ Certification’, and ‘UK Climate Change Levy Luna et al., 2011) and outcomes (e.g., financial performance, envi-
Exemption Certificate’ (see Fig. 1). ronmental performance) (Akin-Ates et al., 2012) of environmental
orientation. In the context of tourism, environmental orientation
has been widely adopted as a strategic orientation rather than as a
2.3. The NRBV and its relevance to environmental orientation
management system. Carmona-Moreno et al. (2004) defined hotels’
environmental orientation based on three dimensions involving
The resource-based view of the firm (RBV) (Wernerfelt, 1989)
hotel’s management attitude towards the environment, hotel’s
postulates that the resources and capabilities of a firm provide a
experience in adopting environmental practices and measurement
competitive advantage. The RBV has been widely adopted as a
systems. Additionally, Park and Kim (2014) pointed out that a
substantial standpoint in various contexts including the supply
proactive environmental orientation in hotels necessitates resource
chain (Hult et al., 2006). The RBV has since been extended to the
allocation, alteration of services and operations, and setting up
NRBV (Hart, 1995; Hart and Dowell, 2011) that emphasises firms’
internal structures and procedures. Hence, hotels who have a
competitive advantage as a result of their sustainable development,
proactive environmental orientation are capable of swiftly learning
pollution prevention and product stewardship resources (Hart,
and evolving over time to deal with fluctuating technologies,
1995). For example, tacit knowledge used in pollution prevention
customer needs and markets (Stegerean et al., 2014). In summary,
the NRBV provides an appropriate lens to recognise the influencing
role of environmental orientation in hotel organisations. However,
the relationship between environmental orientation and eco-
innovation has yet to be examined empirically, in that context, to
mend an essential gap in the current literature.

2.4. The relational theory and its relevance to environmental

supplier collaboration

As an extension of RBV, the relational theory signifies that

competitive advantage can also be originated from inter-
organisational networks and relationships across an organisa-
tion’s boundaries (Dyer and Singh, 1998). The relational theory
assumes that collaboration between organisations creates rela-
tional value or rent which is created through the joint contributions
of the allied partners and sprouts beyond the normal economic
gains stemming from the idiosyncratic contributions of either
organisation in the supply chain (Dyer and Singh, 1998). Harvesting
relational rents require that partners invest in various assets, share
Fig. 1. Reductions in CO2 emission and resource consumption in Madinat Jumeirah knowledge and learning, combine resources and capabilities to
hotels (Source: Jumeirah Group, 2013). create new products and services, and advanced governance
540 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549

Fig. 2. Research model and standardized factor loadings.

processes to minimise transaction costs concerning the inter- The role of suppliers in the hospitality industry is very critical.
organisational collaboration (Dyer and Singh, 1998). The rela- From the perspective of the relational theory, hotels seek ways to
tional theory has been adopted in the supply chain context to develop long-term relationships and to increase their revenue by
define supportive mechanisms for successful buyer-supplier collaborating with suppliers (Kua et al., 2011). Supplier collabora-
collaboration (e.g., Touboulic, and Walker, 2015; Vijayasarathy, tion can help hotel industry achieve profit and market share
2010; Walker et al., 2014). Moreover, the relational theory has through cost savings, improved utilization of resources, sharing
been adopted to recognise the impediments of buyer-supplier risks and create process efficiency and effectiveness (Odoom, 2012).
collaboration (e.g. Matanda and Freeman, 2009; Walker et al., Previous research also found that hotel supply management prac-
2014). Researchers have also applied the relational theory to tices are significantly correlated with quality performance, and
environmental collaboration. Touboulic and Walker (2015) averred consequently influence hotel performance (Zhong et al., 2016).
that the relational theory is more powerful than the coercion view Moreover, Bonn et al. (2016) demonstrated that sustainable prac-
when it comes to environmental performance. Sancha et al. (2015) tices used by suppliers affect the outcomes of buyers’ decision
indicated that interactions between buyers and suppliers on social making relative to these practices. Nevertheless, effective supplier
and environmental issues can potentially result in substantial collaboration in the hospitality industry should be built on inter-
relational rents. In line with this, prior research drew on the rela- organizational trust, interdependence, shared vision and clear
tional theory to demonstrate that extensive environmental service standards to face increasing competitive pressures and
collaboration between supply chain partners expands inter-firm growing expectations for quality and value (Kua et al., 2011; Shi and
capabilities, which in turn improves firm’s environmental perfor- Liao, 2013). In line with the global supply policy, UAE hotels are
mance and competitiveness rather than firms acting in isolation seeking the collaboration of their suppliers to maintain sustainable
(Canning and Lloyd, 2001; Gold et al., 2010; Vachon and Klassen, measures such as reducing packaging, provide safe chemicals that
2008). Generally, extensive collaboration underlines strategic are less damaging to the environment, take or buy back unused
interdependence based on shared goals, benefits, and resources chemicals, give preference to organic and locally produced prod-
between two or more parties (Herzog, 2001). In the same vein, the ucts including food and other consumable items (e.g., toilet paper,
relational theory would advocate environmental supplier collabo- bathroom amenities, chemical products for housekeeping, laundry
ration to reflect strategic mutual environmental interdependence and stewarding), submit material safety data sheets (MSDS) for
between suppliers and buyers. Supplier collaboration is an external cleaning chemicals that are approved by relevant authorities
capability that extends supplier inclusion in environmental pur- (MOEW, 2015). UAE environmental policy also involves dealing
chasing processes and supplier monitoring for environmental with certified suppliers for environmental practices (e.g. certified
qualifications (e.g., ISO 14001) (Zhu et al., 2008) to sharing capa- wood, fair-trade certificate), local food purchasing (within 160 km)
bilities and delineating collaborative strategies and practices to (Jenkins and Karanikola, 2014). On the other hand, large hotel
enhance the environmental performance of the upstream (pre- suppliers such as Marriott International have launched the hospi-
ventive) and downstream (reactive) supply chain (Seuring and tality sustainable purchasing guide that focuses hotel social re-
Muller, 2008). Overall, the relational theory nurtures a compel- sponsibility, environmental impact, and running head (Odoom,
ling view of environmental supplier collaboration as an inter- 2012).
organisational capability in hotel organisations.
 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549 541

3. Research hypotheses their suppliers based on the NRBV’s assumption that competitive-
ness depends on shared resources and capabilities with other
3.1. Linking environmental orientation to environmental supplier clusters of firms including suppliers. De Marchi (2012) established
collaboration that collaboration with external partners in the supply chain is even
more important for eco-innovations than it is for other types of
The recognition of environmental responsibility can progres- innovations. Thus, strong “upstream” collaboration concerning
sively lead organisations to invest resources and time in environ- materials, components and technology permits firms to systemat-
mental collaboration with their suppliers to mutually achieve ically exchange valuable knowledge and methods that effectively
environmental goals that cannot be independently accomplished empower their green product and service innovations compared to
(Lee, 2008). Hall (2000) predicted a wave where environmental non-collaborative relationships (De Marchi, 2012; Huang et al.,
collaboration among supply chain partners is likely to be triggered 2016; Pujari, 2006). In her seminal case study concerning sustain-
by influential green buyers who redirect stakeholder pressures able practices in Scandic Hotels, Goodman (2000) demonstrated
onto their suppliers, which in turn has vital implications for altering that upstream collaboration with suppliers at Scandic Hotels
the entire supply chain. Past research asserted that organisations became increasingly important for eco-innovation. Scandic
are relatively more exposed to collaborative mechanisms con- collaborated with various suppliers to remove chlorine bleach from
cerning green procurement, environmental assessment, and green its laundry processes, reduce detergent dosage in washing ma-
training and education programs, sharing environmental knowl- chines for breakfast dishes, manufacture 97% recyclable compo-
edge with other partners in the supply chain when they demon- nents for their eco-rooms that enjoy a longer life span than
strate proactive green orientation and practices (Vachon and conventional rooms, reduce the size of mirrors by 30% to reduce the
Klassen, 2006). Fostering environmental supplier collaboration mercury component, replace plastic and synthetic textiles with
requires buyers to maintain relevant knowledge of environmental wood and cotton, develop natural soap and shampoo in a PET
strategies and capabilities that can be shared with other parties in dispenser and save 80% a waste rate in traditional bar soap and
the supply chain (Blome et al., 2014; Grekova et al., 2014). From the shampoo bottles (Goodman, 2000). Menezes and da Cunha (2016)
suppliers’ view, environmental partnering with buyers would be indicated that collaborations with other organisations are one of
visible when they are competent to deliver potential environmental the key incentives towards implementing eco-innovation in the
returns such as sharing knowledge and resources, environmental hotel industry. Accordingly, the following hypotheses can be
protection, and mitigating risks and transaction costs (Cao and developed:
Zhang, 2011; Blome et al., 2014). In essence, when environmental
H2. Environmental orientation is directly related to eco-
orientation is deeply rooted in an organisation as an inseparable
innovation practices.
valuable capability, environmental supplier collaboration is likely
to be developed, thus: H3. Environmental supplier collaboration is directly related to
eco-innovation practices.
H1. Environmental orientation is directly related to environ-
mental supplier collaboration.

3.2. Linking eco-innovation practices to environmental orientation

3.3. Environmental orientation and hotel performance
and environmental supplier collaboration
The NRBV proposes that properly deployed environmental ca-
The driving forces for eco-innovation practices can be classified
pabilities (i.e., pollution prevention, product stewardship and sus-
into internal and external drivers (Cai and Zhou, 2014; Peng and Liu,
tainable development) have a positive influence on economic
2016). Positive environmental attitude embedded in organisational
performance (Hart, 1995; Hart and Dowell, 2011). Prior supply
practices (Qi et al., 2010), environmental attention reflected in
chain research has also shown that firm’s internal environmental
resource allocation and proactive response to environmental issues
practices are embedded within business operations and, thus, may
(Peng and Liu, 2016), and environmental cooperation among
improve performance outcomes (Green et al., 2012). Similarly, it
various internal cross-functional areas (Pujari, 2006) are among
has been suggested that the link between environmental orienta-
various internal forces that are reflected in environmental orien-
tion and competitiveness is well established. Lai and Wong (2012)
tation and may influence eco-innovation practices. Another
and Yang et al. (2010) indicated that implementing proactive
perspective argues that the dynamism of environmental orienta-
environmental practices based on well-defined environmental
tion is only evident when it transfers static environmental priorities
strategies can improve product and service quality, delivery, cost,
into innovative environmental solutions using green technology
and the overall competitiveness level. Hence, the dynamic capa-
(Gabler, 2013). Building from this, a firm characterised by a high
bility of environmental orientation allows firms to adapt and better
level of environmental orientation is likely to stimulate eco-
cope with an uncertain environment and gain competitive advan-
innovation practices (Eiadat et al., 2008; Triguero et al., 2013). In
tages (Clarkson et al., 2011).
the hospitality industry, eco-innovation practices are strongly
In the hotel sector, prior research suggested improvement in
linked to environmental orientation since both are aiming at
business and competitive performance as a result of adopting a
maintaining a sustainable competitive advantage (Chen, 2011).
clear environmental strategic orientation (Fraj et al., 2014). Addi-
Moreover, a clear environmental orientation strategy can eliminate
tionally, Stegerean et al. (2014) demonstrated that proactive envi-
barriers to the effective implementation of eco-innovation prac-
ronmental orientation has a positive effect on profitability and the
tices in hotel organisations (Horng and Lin, 2013).
ability to achieve long-term goals in the Romanian hotel sector.
On the other side, supply chain research suggests that strong
Hence, we may suggest:
ties between buyers and suppliers will provide buyers with com-
plex knowledge and technology spillovers to appropriate various H4. Environmental orientation is directly related to hotel
product and process innovations (Perols et al., 2013). In the same performance.
vein, Roscoe et al. (2016) coined the term eco-innovation network
to reflect that eco-innovation can be extended to bond firms with
542 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549

3.4. Environmental supplier collaboration and hotel performance mediated by eco-innovation practices (Blanco et al., 2009; Daud,
2015; Ryszko, 2016). Thus, eco-innovation practices can deter-
The relational theory exposes that aligned resources in envi- mine the capacity of environmental orientation and environmental
ronmental supplier collaboration can be more effective in supplier collaboration to exploit business opportunities and
improving performance outcomes than monitoring and assessment advance firms’ performance. For example, environmental supplier
practices (Blome et al., 2014; Giminez and Tachizawa, 2012). Early collaboration in the Scandic Hotels case (Goodman, 2000) would
work on environmental supply chain practices (e.g., Zhu and Sarkis, not be able to influence hotel performance unless various eco-
2004; Hult and Swan, 2003) explored the link between these innovation practices had been developed as a result of this
practices and organisational performance. For instance, efficient collaboration. Similarly, Delmas et al. (2011) contended that an
processes resulting from supplier collaboration can lead to further independent investigation of the relationship between proactive
drops in the cost structure, risk level and lead time as well as environmental strategies and competitive performance without
increasing firm’s responsiveness (Hult and Swan, 2003). The impact considering the mediating effect of other capabilities seems to be
of this collaboration can also be extended to improve environ- studying the tip of the iceberg and ignoring the most crucial
mental performance and the triple bottom line where shared skills, ingredient in realising the active role of environmental strategies.
knowledge and capabilities encounter environmental challenges For instance, environmental orientation can positively impact cost
(Vachon and Klassen, 2008; Green et al., 2012). Yu et al. (2014) also and efficiency throughout the entire value chain of the firm
indicated that environmental supplier collaboration has numerous through applying innovative practices aiming at removing pollut-
benefits to a firm, ranging from cost reduction to competitive ants and waste (Menguc and Ozanne, 2005). Besides, the impact of
advantage and business success. Considering that, implementing environmental orientation on hotel performance can be mediated
environmental supplier collaboration in hotels may have a similar by environmental supplier collaboration since environmental
positive effect on hotel performance. Therefore, we may hypothe- orientation requires hotels to environmentally collaborate with
sise that: their suppliers to mitigate environmental degradation in products,
services, processes and technologies throughout hotels’ supply
H5. Environmental supplier collaboration is directly related to
chain, which in turn positively enhances hotel performance. Thus,
hotel performance.
the following hypotheses are suggested:
H7. Eco-innovation practices mediate the relationship between
3.5. Eco-innovation and hotel performance environmental orientation and hotel performance.
H8. Eco-innovation practices mediate the relationship between
Eco-innovation, by definition, should aim at improving envi-
environmental supplier collaboration and hotel performance.
ronmental performance (Carrillo-Hermosilla et al., 2010). Sustain-
ability researchers argue that radical (new) and incremental H9. Environmental supplier collaboration mediates the relation-
(modified) eco-innovations in products, services and processes in ship between environmental orientation and hotel performance.
both the service and manufacturing contexts will increase oppor- Fig. 2 illustrates the overall research model and the hypothesized
tunities to improve the environmental performance of firms and relationships.
society in general (Carrillo-Hermosilla et al., 2010; Montabon et al.,
2007; Roscoe et al., 2016). For example, Weng et al. (2015a, b)
argued that Taiwanese service and manufacturing firms that 4. Method
engaged in green innovation practices were able to minimise haz-
ardous waste, pollution, emissions and scrap rate, and fulfil in- The survey research method was applied to collect data con-
dustry and governmental regulatory measures. In addition, various cerning the research variables from a sample of hotel managers and
studies have extended the link between eco-innovation and per- officers in the UAE. Structural equation modelling using the partial
formance to the effects on firm’s market share, profit and sales least squares (PLS-SEM) method was applied to test the research
compared with that of major competitors. In this regard, Cheng model. First, the reliability and validity of the study’s constructs
et al. (2014) and Brasil et al. (2016) pointed out the direct and in- were assessed in the measurement model. Then, direct and indirect
direct impact of organisational, process and product eco- relationships among the study’s variables are examined in the
innovations on firm’s performance in various contexts. structural model.
With regard to the hotel context, Alonso-Almeid et al. (2017)
used case studies of 24 hotels to assert that basic and advanced
4.1. Instrument development
environmental innovations that range from using LED lamps, and
temperature controls to adopting solar panels and ecological
The research constructs were adapted from previous research
clothes drying have a positive impact on financial and operational
whose validity and reliability have been established. The constructs
performance. Similarly, Bagur-Femenias et al. (2016) suggested that
were operationalised using the Likert scale where “strongly
adopting eco-innovation practices in Catalonian hotels was posi-
disagree ¼ 1” “strongly agree ¼ 5”. Eco-innovation practices were
tively associated with improved operations cost, hotel image, sales
represented by four items involving hotel’s ability to substitute
and market share compared to competitors. Consequently, the
toxic inputs with environmentally friendly ones, use fewer inputs
foregoing argument may propose the following hypothesis:
to minimise environmental risks, switch from polluted to clean
H6. Eco-innovation practices are directly related to hotel technologies and recycle materials and waste. The items were
performance. derived from a validated measure by (Kusi-Sarpong et al., 2015).
Items measuring EO were adapted from Banerjee (2002) and Gabler
et al. (2015) to assess hotel’s policy that urges environmental
3.6. Mediating relationships awareness, environmental preservation and responsibility, pro-
motion of environmental goals, and environmental image. Items of
Prior research noted that the relationship between environ- environmental supplier collaboration were adapted from Kusi-
mental performance and economic outcomes is indirect and can be Sarpong et al. (2015) and Simpson and Power (2005). The
 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549 543

constructs reflect the partnership between hotels and their sup- 3.098 as shown in Table 1, which reveals no significant multi-
pliers to jointly develop programs, methods, solutions and collinearity problem as all of the latent constructs’ VIF values are
knowledge, manage reverse flows of materials and packaging, between 5 and 0.2 (Hair et al., 2014). Also, the Table shows that the
communicate goals of sustainability, and monitor environmental study’s kurtosis and skewness values are within the ±1 range,
compliance status. Hotel performance involves five items that have demonstrating no violation of normality assumptions. With regard
been adapted from Sin et al. (2005). The items represent financial to bias, several methods have been considered to control the effect
and non-financial self-reported measures of hotel’s ROI, sales, of common method bias (CMB). First, the data were collected from
profit, market share, and customer satisfaction compared with that more than one person at different times in most of the chain hotels
of their competitors. Using subjective measures of business per- in the sample which reduces the threat of CMB. Second, Podsakoff
formance is an accepted approach (Cheng et al., 2014) due to the et al.’s (2003) precautions concerning sustaining participants’ an-
high confidentiality of firms’ financial records and reluctance of onymity and using clear instructions, and non-sensitive, unam-
respondents to provide actual financial figures. In addition, prior biguous and precise questions were applied. Third, Harmans single
research has revealed a strong association between objective and factor test (Podsakoff et al., 2003) revealed neither a single factor
subjective measures of business performance (Sin et al., 2005). The emerged from the analysis nor one-factor accounted for more than
second part of the questionnaire is designed to collect demographic 50% of the covariance. Finally, Lindell and Whitney’s (2001)
information. Due to the multinational nature of hotels in the UAE, approach to the marker-variable technique was adopted. As a
the questionnaire is provided in a bilingual form (i.e., English and result, the possibility of CMB was low in the data set.
Arabic). Thus, the original English version is translated into Arabic
and then a reverse translation from Arabic into English is inde- 5. Analysis
pendently conducted. Then, a panel of four professors and 10 MBA
students from various nationalities assessed how well the ques- 5.1. The measurement model
tionnaire meet the standards (Marsden and Wright, 2010). The
panel suggested minor modifications concerning measures, English This study used SmartPLS 3.0 to apply the PLS-SEM method for
and Arabic wording, and length, to ensure consistency, relevancy validating the measurement model and examining the hypoth-
and to capture the concepts of the key factors in the hotel context. esised relationships in the structural model. PLS-SEM is used
because it is originally constructed for prediction purposes as well
4.2. Data collection as being less sensitive to residual distributions and sample size
(Hair et al., 2014). The convergent and discriminant validity of
The current study employed a self-administrated email survey constructs is examined using a number of tests as shown in Table 2.
to a total of 102 chain hotels (three to five stars) in Abu Dhabi, First, the average variance extracted (AVE) values are above the cut-
Dubai, Sharjah and Ajman Emirates in the UAE. The hotels are off level of 0.5 (Henseler et al., 2016). Second, the square root of the
registered with the tourism authorities in the four Emirates. Chain AVE values (diagonal elements) is higher than the inter-construct
hotels were purposefully selected as they demonstrate stronger correlations, suggesting a satisfactory level of convergent validity.
green practices regardless the hotel size compared with other ho- Third, all correlation values are less than 0.90 which reveal that all
tels (Chan and Hsu, 2016; Gil et al., 2001; Rahman et al., 2012). A constructs are distinct from each other. Fourth, confirmatory factor
total of 510 questionnaires (five for every hotel) were sent to hotels analysis (CFA) in PLS is applied. Consequently, one construct (EO7)
targeting managers and officers of key departmental areas. The that does not show a distinct loading pattern (0.411) was deleted.
questionnaires accompanied a cover letter explaining the purpose Further CFA suggests a significant differentiated loading pattern
of the survey and assuring confidentiality, as no identifying infor- (p < 0.001) as the minimum construct loading value (0.729) ex-
mation is recorded. A total of 182 usable returned questionnaires ceeds the cut-off value of 0.70. Fifth, the values of Cronbach’s alpha,
were used in the analysis after discarding 24 unusable returned composite reliability (CR) and rho_A values are all higher than 0.80
questionnaires, giving a response rate of approximately 40.3%. Re- which demonstrates an acceptable internal consistency of all var-
spondents represented various departments involving purchasing iables (Henseler et al., 2016).
(15.4%), sales and marketing (14.8%), operations (12.1%), shift
managers (13.1%), housekeeping (10%), food and beverage (6%), 5.2. Structural model
engineering (7.7%), events and catering (7.1%), accounting and
finance (8.8%), human resources (5%). Managers are from hotels The power and significance of the path coefficients were
rated as 5-star (52%), 4-star (20%) and 3-star (28%). Most of the measured by means of a bootstrapping technique with 1000 sub-
respondents are over 30 years old (87%) with at least a university samples using the SmartPLS 3.0 software. The indices of the
degree (61%) and more than ten years of hospitality experience structural model reflect a significantly reliable and adequate fit
(58%), which made a sound sample. The hotels are mostly located in (Henseler et al., 2016) as SRMR ¼ 0.077 (<0.08), dULS ¼ 0.94
Dubai and Abu Dhabi emirates (77.5%). (<0.95), dG ¼ 0.89 (<0.95), and NFI ¼ 0.68. The results indicate that
The non-response bias was tested to ensure the adequacy of the eco-innovation practices tend to be significantly influenced by
responses. Follow-up calls and emails showed that a lack of interest hotel’s environmental orientation (b ¼ 0.525, t ¼ 6.807, p < 0.001),
was the key reason for nonresponse, and there was no indication of which explains 39.2 percent of its variance. In contrast, the hy-
other systematic reasons concerning the questionnaire content and pothesis that environmental supplier collaboration is positively
structure. Moreover, an abridged version of the questionnaire was related to eco-innovation practices is not supported (b ¼ 0.192,
sent again via email to a random sample of non-respondent hotel t ¼ 2.266, ns). Hence, H2 is confirmed, while H3 is not confirmed.
managers following Armstrong and Overton’s (1977) and Lohr’s Moreover, the effect of environmental orientation on environ-
(2010) extrapolation procedures for non-response bias. A weekly mental supplier collaboration is statistically significant (b ¼ 0.460,
follow-up secured 25 usable responses. The t-test denoted no sig- t ¼ 5.974, p < 0.001) and explains 20.4 percent of its variance, which
nificant difference between the nonresponse sample and the endows support for H1. The research model explains 64 percent of
original sample. Hence, non-response bias is not likely to be a the variation in hotel performance. This variance is significantly
critical issue. The variable inflation factor (VIF) is applied to assess explained by both hotel’s environmental orientation (b ¼ 0.462,
multicollinearity (Kline, 2005). The VIF values range from 1.486 to t ¼ 5.221, p < 0.001) and eco-innovation practices (b ¼ 0.361,
544 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549

Table 1
Factor loadings, means, standard deviation, kurtosis and skewness.

EI EO ESC PER Mean Sd Kurtosis Skewness VIF

EI1 0.738 0.370 0.357 0.445 3.275 0.822 0.021 0.301 1.884
EI2 0.788 0.371 0.221 0.409 3.173 0.948 0.276 0.065 1.913
EI3 0.760 0.385 0.245 0.462 3.286 0.958 0.102 0.182 1.749
EI4 0.861 0.684 0.465 0.454 2.763 1.076 0.409 0.133 1.628
EO1 0.463 0.732 0.405 0.487 3.204 1.069 0.162 0.419 2.058
EO2 0.463 0.798 0.361 0.538 3.071 0.929 0.125 0.300 2.559
EO3 0.517 0.818 0.404 0.510 2.980 0.937 0.245 0.337 2.440
EO4 0.565 0.889 0.371 0.533 2.911 0.845 0.489 0.383 2.663
EO5 0.506 0.881 0.400 0.380 3.010 0.814 0.177 0.134 3.098
EO6 0.474 0.755 0.310 0.523 2.980 0.915 0.481 0.284 2.314
ESC1 0.315 0.407 0.731 0.430 3.153 0.837 0.035 0.125 1.589
ESC2 0.379 0.369 0.810 0.415 3.304 0.806 0.176 0.232 2.784
ESC3 0.245 0.222 0.746 0.301 3.092 0.784 0.450 0.294 2.473
ESC4 0.427 0.340 0.782 0.365 3.071 0.848 0.052 0.240 1.911
ESC5 0.288 0.402 0.764 0.359 3.117 0.869 0.493 0.396 2.340
ESC6 0.290 0.324 0.729 0.333 2.990 0.692 0.260 0.388 2.042
PER1 0.473 0.529 0.353 0.755 3.163 0.765 0.074 0.126 1.672
PER2 0.450 0.308 0.458 0.801 3.163 0.695 0.419 0.134 1.754
PER3 0.501 0.565 0.372 0.818 3.092 0.608 0.228 0.229 1.486
PER4 0.570 0.525 0.408 0.761 3.020 0.670 0.481 0.390 1.639
PER5 0.532 0.569 0.322 0.801 3.051 0.747 0.277 0.512 1.954

Bold indicates factor loading > 0.7.

Table 2 t ¼ 4.378, p < 0.001), lending support to hypotheses H4 and H6.

Reliability and validity measures. With regard to the effect of environmental supplier collaboration
Variable AVE rho_A CR a EI EO ESC Per on hotel performance, the results show that the relationship is
EI 0.621 0.873 0.867 0.803 0.788
statistically insignificant (b ¼ 0.120, t ¼ 1.713, ns). Thus, H5 is not
EO 0.663 0.905 0.922 0.897 0.613 0.815 supported. Fig. 3 illustrates the path coefficients (b), t-values and
ESC 0.579 0.860 0.892 0.855 0.433 0.460 0.761 adjusted R2 values of the structural model.
PER 0.620 0.951 0.891 0.847 0.696 0.738 0.489 0.788

Notes: The square roots of the AVE are shown as italic bold values along the diagonal 5.3. Mediation effects
line, and the other values are the correlation coefficients for each pair of constructs
which are all significant at p < 0.01.
Legend: EO, environmental orientation; EI, eco-innovation; ESC, environmental We followed a bootstrapping two-step approach in PLS-SEM as
supplier collaboration; PER, hotel performance. suggested by Chin (2010) and Preacher and Hayes (2008) to test the
mediation hypotheses. A statistically significant direct impact of the

Fig. 3. Significant and insignificant relationships among the variables.

 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549 545

(b)
(b)

(a)

Fig. 5. Mediating effect of EI on ESC and PER relationship.

(a)
collaboration on hotel performance. On the contrary, the mediating
Fig. 4. Mediating effect of EI on EO and PER relationship. effect of environmental supplier collaboration on the relationship
between environmental orientation and hotel performance is not
supported (b ¼ 0.086, t ¼ 2.205, ns).
independent variable on the dependent variable should be initially Moreover, Hausman’s (1978; 1983) two-step approach was
established. Then, the mediating variable is added and the signifi-
cance of indirect effects and the t-value are measured. Fig. 4a
demonstrates a positive direct effect of environmental orientation
on hotel performance (b ¼ 0.743, t ¼ 14.768, p < 0.001). Fig. 4b
shows the inclusion of eco-innovation in the model which allows
for the assessment of indirect and total effects. Results of testing H7
as shown in Table 3 indicate that the indirect value of the path
coefficients, EO / EI and EI / PER, is 0.238 (0.613  0.388). The t-
value is obtained by computing the indirect value (0.238)/the
standard deviation (0.051). The result demonstrates a significant
mediating role of eco-innovation practices (t ¼ 4.667, p < 0.001)
between environmental orientation and hotel performance,
rendering support for H7. Following Hair et al. (2014), we assessed
the magnitude of the significant mediation effect by dividing the
indirect effect over total effect, which is called “variance account
for” (VAF). Hence, it can be argued that eco-innovation practices
explain 32.2% of the impact of environmental orientation on hotel
performance. Following the same process, as shown in Figs. 5 and 6,
Table 3 concludes that eco-innovation practices significantly
mediate the relationship between environmental supplier collab-
oration and hotel performance (b ¼ 0.261, t ¼ 5.021, p < 0.001),
donating support for H8. The VAF ratio shows that eco-innovation
Fig. 6. Mediating effect of ESC on EO and PER relationship.
practices explain 53.1% of the impact of environmental supplier

Table 3
The mediation results.

Effect Path b Indirect effect Sd Total effect VAF t-value Finding

H7 Direct EO / PER 0.743a 14.768a Supported

Indirect EO/ PER 0.502a 0.739 0.322 4.667a
EO / EI 0.613a 0.238 0.051
EI / PER 0.388a
H8 Direct ESC / PER 0.493a 7.056a Supported
Indirect ESC / PER 0.230b 0.492 0.531 5.021a
ESC / EI 0.436a 0.261 0.052
EI / PER 0.599a
H9 Direct EO / PER 0.743a 14.134a Not Supported
Indirect EO / PER 0.655a 0.740 0.11 2.205
EO / ESC 0.462a 0.086 0.039
ESC / PER 0.185
a
p < 0.001.
b
p < 0.01.
546 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549

suggested by various studies (e.g., DeMaris, 2014; Frenzen et al., (2012) and Ricky et al. (2012). As the model shows, adopting
2010; Goetz et al., 2013; Wooldridge, 2009) to analytically test for environmental orientation as a strategic prerequisite is crucial for
endogeneity problems. Hence, possible endogeneity problems in sustainability initiatives and business performance. This requires
the relationships between variables eco-innovation, environmental hotel’s top managers to integrate environmental direction into
orientation and supplier collaboration, and hotel performance, as hotel’s policies and strategies, champion environmental initiatives
well as in the relationships between environmental supplier in hotel’s systems and operations, and allocate the required re-
collaboration and eco-innovation practices were examined. The sources. Once this orientation has become a strategic focus, hotel
first step is concerned with regressing environmental orientation managers can begin to implement internal and external sustain-
on all the exogenous variables. Then, the second step uses the re- ability initiatives (e.g., eco-innovation practices and environmental
siduals resulting from the first step along with other predictors and collaboration) that can yield improved hotel performance.
conducts an ordinary least squares (OLS) regression to explain the Nevertheless, the absence of an impact for environmental sup-
hotel performance. The coefficient for the residual values was plier collaboration is intriguing, despite the ubiquitous awareness
insignificant (bres ¼ 0.127, p ¼ 0.352), indicating that reverse cau- about supplier partnership as a sustainability-oriented strategy for
sality is not a serious issue in the relationship between environ- firms, and the volume of prior research on the topic (e.g., Mishra
mental orientation and hotel performance. The same two-step and Suar, 2010). Environmental supplier collaboration has been
approach was used to analytically test for endogeneity problems in identified as a significant determinant of green innovation and
the relationship between eco-innovation practices and hotel per- firm’s competitiveness (Pujari, 2006). Contrary to this view, the
formance as well as the relationship between environmental sup- mechanism through which environmental supplier collaboration
plier collaboration and hotel performance. The coefficient for the plays an influential role in the hotel context remains blurred. We
residual values for both relationships were insignificant found that this collaboration neither influences eco-innovation,
(bres ¼ 0.153, p ¼ 0.247) and (bres ¼ 0.19, p ¼ 0.149), lending no hotel performance nor mediate the relationship between envi-
support for reverse causality. Moreover, the coefficient for the re- ronmental orientation and performance in the hotel industry. This
sidual values was insignificant (bres ¼ 0.108, p ¼ 0.411) for reverse finding is different from the work of Cao and Zhang (2011) and Liu
causality in the relationship between environmental supplier et al.’s (2016) study in the auto sector. However, it is in harmony
collaboration and eco-innovation practices. Therefore, endogeneity with Weng et al. (2015a, b) who revealed, contrary to their
issue does not appear to be a serious concern. expectation, that suppliers have no impact on eco-innovation
practices. A plausible explanation is that hotel managers may
6. Discussion consider supplier partnership as a key concern for other opera-
tional issues such as quality and cost rather than for promoting eco-
This research answers the call for more investigation into the innovation practices which seem to be driven by other external
area of eco-innovation in a context other than the manufacturing or pressures. Similarly, suppliers may demonstrate sound environ-
industrial sector (Alonso-Almeida, 2016; García-Pozo et al., 2015). It mental qualifications but, simultaneously, lack innovative capacity
also contributes to sustainability knowledge via relating eco- and in-depth R&D cooperation (Huang et al., 2016). Moreover, we
innovation to environmental orientation and environmental sup- suspect that environmental supplier collaboration in UAE hospi-
plier collaboration as well as examining their effects on hotel per- tality industry is still immature and lacks the prerequisites for high-
formance in a developing country context. Therefore, it challenges a quality collaboration incorporating interdependence, inter-
hidden theme in most of the previous studies that focus on insti- organizational trust, and shared strategic vision and standards
tutional regulations and stakeholder’ pressures as the driving (Kua et al., 2011; Shi and Liao, 2013). Hence, hotel’s managers
forces for eco-innovation adoption. Different from prior studies, our should work closely with their suppliers to synchronise their sus-
study also considers the mediating role of eco-innovation practices tainable performance and ensure effective environmental collabo-
and environmental supplier collaboration on hotel performance. ration. Such activities may involve sharing environmental
Drawing from the relational theory and the NRBV, the study de- knowledge and technical information, identifying and monitoring
velops nine hypotheses and establishes a conceptual model to environmental risks of operations, products and services that have
interpret the structural relationships between environmental var- a negative impact on the environment, assuring appropriate use of
iables and hotel performance. Six hypotheses were supported, products and services, and examining the reverse supply chain.
providing empirical evidence of the essential role of environmental Furthermore, the results offer additional practical implications to
orientation and eco-innovation practices in the hotel industry. The hotel managers in developing countries, where sustainability con-
results show evidence for the direct and mediating effects of eco- sciousness is quite fragile. For example, hotel managers should
innovation practices on hotel performance which provide further identify the scope in which suppliers and eco-innovation practices
support to the existing research on the crucial role of eco- play their roles to achieve a dual effect from them on hotel per-
innovation in bonding the sustainability-performance link. Thus, formance. In this sense, the sustainability tasks of hotel managers
hotel managers can fulfil hotel’s financial (e.g., market share and must be addressed. They should also announce much stricter sus-
sales) and non-financial (e.g., image and guest loyalty) performance tainability regulations to stimulate suppliers to follow them, and, at
through implementing eco-innovation practices as a new strategic the same time, strengthen the sustainable consciousness of hotel
weapon that proactively meets sustainability prerequisites and guests.
enhances hotel’s competitiveness.
Similarly, the effect of environmental orientation on hotel per- 7. Conclusions and directions for future research
formance is the strongest and therefore is not bounded by the
presence of eco-innovation practices or the absence of environ- This research contributes to both theoretical and managerial
mental supplier collaboration. Environmental orientation and eco- levels in the field of sustainability in the hotel context. Theoreti-
innovation work together to positively influence hotel performance cally, we extend current literature on eco-innovation practices to
and explain a great proportion (64%) of its variance. It also explains the hotel industry. Understanding the forces and effects of eco-
39% of the variance in eco-innovation practices and 20% of the innovation practices in the service sector is an essential quest at
variance in environmental supplier collaboration. This result pro- the heart of sustainability research. Contrary to extant studies, this
vides further support to Menguc and Ozanne (2005), Chan et al. study provides an early empirical investigation of the relationships
 M. Aboelmaged / Journal of Cleaner Production 184 (2018) 537e549 547

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hibitors of hotel sustainability which may bring valuable insights to EmiratesGBC-Energy-and-Water-Benchmarking-for-UAE-Hotels-2016-Report.
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