Environmental Management Strategy

International Journal of Contemporary Hospitality Management
Environmental management strategy and organizational citizenship behaviors in

the hotel industry: The mediating role of organizational trust and commitment
Donghwan Yoon, Jichul Jang, JungHoon (Jay) Lee,
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Environmental management Management

strategy
strategy and organizational
citizenship behaviors in the
hotel industry 1577
The mediating role of organizational trust Received 5 October 2014

Revised 10 February 2015
and commitment 29 May 2015

21 October 2015
Accepted 11 November 2015
Donghwan Yoon
Pennsylvania State University, Berks Campus, Reading,
Pennsylvania, USA
Jichul Jang
Department of Hospitality Management, Kansas State University,
Manhattan, Kansas, USA, and
JungHoon (Jay) Lee
School of Hospitality Leadership, East Carolina University, Greenville,
North Carolina, USA
Abstract
Purpose – Recently, the hotel industry has increased its adoption of environmental management
practices. Because the research on hotel environmental management often overlooks organizational
factors, this study aims to investigate the effects of an environmental management strategy (EMS) on
organizational citizenship behavior and tested the mediating roles of organizational trust and
commitment in explaining those effects.
Design/methodology/approach – An online survey of US hotel employees yielded 373 complete
responses. Data were analyzed with structural equation modeling.
Findings – EMS positively affected organizational trust and commitment, which ultimately
influenced organizational citizenship behavior. Furthermore, organizational trust and commitment
fully mediated the relationship between EMS and organizational citizenship behavior.
Practical implications – The results establish the foundation for applying EMS in organizational
operations. The findings can benefit managers, as they show how hotel firms’ prosocial practices can
enhance employees’ positive behaviors.
Originality/value – Despite the importance of employee attitudes and behaviors, little is known
about the mechanism by which employees perceive the influence of an EMS on organizational
citizenship behaviors. Therefore, the study examined organizational trust and commitment as International Journal of
mediators of the relationship between EMS and organizational citizenship behavior. Contemporary Hospitality
Management
Keywords Internal marketing, Organizational commitment, Hotel, Vol. 28 No. 8, 2016
pp. 1577-1597
Organizational citizenship behavior, Environmental management strategy, Organizational trust © Emerald Group Publishing Limited
0959-6119
Paper type Research paper DOI 10.1108/IJCHM-10-2014-0498
IJCHM 1. Introduction
28,8 Hotel customers are increasingly recognizing the importance of environmental
awareness and expect lodging firms to follow eco-friendly practices. Indeed, hotels
consume significant resources, ranking fifth among all industries in energy
consumption (Bohdanowicz and Martinac, 2007; Han et al., 2011). To meet the growing
customer demand for environmental friendliness, proactive hotel firms adopt an
1578 environmental management strategy (EMS) to enhance their public image and economic
benefits (Aragón-Correa et al., 2008; Ham and Lee, 2011).
An EMS is a firm’s strategic use of environmental management to effectively compete
with other firms; it involves long-term activities based on the firm’s commitment to green
initiatives (Carmona-Moreno et al., 2004). Major hotel chains have created operations
systems to monitor environmental performance and address customers’ environmental
concerns (e.g. Accor’s Earth Guest program and Marriott’s Green Marriott) (Jones et al.,
2013). Previous studies have indicated that a positive relationship exists between a
hospitality company’s EMS and such operational outcomes as firm performance,
productivity, profitability and changes in customer attitudes/behavioral intentions
toward green hotels (Barber, 2014; Han et al., 2011).
Yet despite the growing interest, two critical research gaps remain. First,
while the research has commonly focused on consumer behavior in green hotels, it
has largely overlooked employees’ perceptions of, and behaviors relating to, an EMS
(Chan, 2013). Second, few studies have investigated how EMS relates to employee
behavior. Companies base their environmental practices on the concept of corporate
social responsibility (CSR) toward the environment, wherein the ethical climate
created by such practices can lead to employees’ positive job performances (Carroll,
1999; Schwepker, 2001). Therefore, an examination of the mediating relationship
between employees’ trust and their commitment to an organization will better
explain the mechanism by which an EMS positively affects employee behavior.
To fill these gaps, this study incorporated organizational trust (OT) and
organizational commitment (OC) as critical mediators to explain the relationship
between hotel employees’ perceptions of EMS and their organizational citizenship
behaviors (OCB). Therefore, the results of this study provide important insight into how
a hotel’s EMS enhances such organizational outcomes as turnover and citizenship
behavior (Aryee et al., 2002; Podsakoff et al., 1996).
This paper first reviews the concept of EMS. Next, it presents the conceptual
framework and hypotheses, followed by a description of the data collection method and
an analysis of the study’s findings. The paper then concludes with a discussion of the
implications of the results and suggestions for future research.
2. Literature review and hypotheses development

2.1 Environmental management strategy
An EMS enables a firm to constantly reduce the potentially adverse effects of its
operations on natural resources (Darnall and Edwards, 2006). Among hotel facilities,
Leadership in Energy and Environmental Design (LEED) certifies environmentally
friendly buildings that meet its requirements. The hotel industry is one of the most
active sectors in obtaining LEED certification (Butler, 2008; Fuerst, 2009). There are 141
LEED-certified hotel properties in the USA, including Marriott, Starwood and Hilton
hotels. Moreover, over 1,200 hotels under construction are expected to be registered for Management
LEED (USGBC, 2012). strategy
Hotel environmental management espouses the belief that green practices can
contribute to communities and the environment. Moreover, these cause-related practices
can generate a positive brand image that increases customers’ loyalty and intention to
visit (Ham and Han, 2013).
Previous studies evinced that an EMS affects firm performance significantly and 1579
positively. According to Kolk and Mauser (2002), environmental marketing
significantly affects the success of new product development, and Menguc et al. (2010)
found a positive relationship between proactive environmental management strategies
and firm performance (i.e. growth in sales and profits).
In the hospitality literature, Tarí et al. (2010) noted that in comparison to hotels
committed only to quality management, those that are proactive in both quality
and environmental management perform better (e.g. gross operating profits,
competitive performance and stakeholder satisfaction). Their results further
suggest that a hotel’s commitment to an advanced EMS, and specifically long-term
environmental goals, generates higher profits than basic EMS commitment or
short-term goals. Moreover, Bohdanowicz et al.’s (2011) case study of Hilton’s
environmental program indicated that employees’ understanding and positive
perceptions of their hotel’s environmental program are vital and must take priority
over EMS practices.
2.2 Environmental management strategy and organizational trust

In the organizational context, OT is defined as “employees’ willingness at being
vulnerable to the actions of their organization, whose behavior and actions they cannot
control” (Lin, 2010a, 2010b, p. 517). The definition of trust including the willingness to be
vulnerable is drawn from Mayer et al.’s (1995) integrative model of trust. Mayer et al.
(1995) identified three components of trustworthiness:
(1) benevolence (caring and support);
(2) ability (competence and skill); and
(3) integrity (adherence to a set of acceptable principles).
It is well-documented that trust positively affects organizational outcomes (Chathoth

et al., 2011; Schoorman et al., 2007). While abundant research has shown the outcomes of
OT, it has not fully considered the antecedents of OT, although some authors have
identified drivers that may influence trust. Leaders’ behavior, organizational support
and organizational justice all affect OT (Zhu et al., 2013).
In this sense, firms’ environmental management also plays a pivotal role in
enhancing the relationship with employees. Studies have shown that corporations’
socially responsible activities positively influence employee behaviors including trust,
commitment and performance (Korsgaard et al., 1995). This implies that firms’ social
activities can increase employees’ satisfaction and thus enhance their commitment to
the organization. However, limited research has examined the role of an EMS in
understanding OT.
Therefore, this research proposes that an EMS directly influences employees’
perceptions of OT. Social identity theory (Tajfel and Turner, 1979) posits that people
tend to define their self-concept by linking it to social groups or organizations and
IJCHM classify themselves into different social categories (Ashforth and Mael, 1989). The
28,8 concept of social identification expresses all aspects of an individual’s self-concept,
which are derived from the various social groups to which that individual belongs.
Because individuals spend most of their time at work, organizations are a strong social
category.
According to social identity theory, employees who perceive their organization’s
1580 efforts to develop an EMS are likely to strongly identify with a firm that emphasizes
environmental orientation, as they feel a greater sense of self-worth in working for
an environmentally friendly company (Gabler et al., 2014). In other words, an EMS
enhances employees’ positive self-image by aligning their identity with that of the
organization (Lee et al., 2012). Furthermore, Cherrington (1980) indicated that work
proves valuable to individuals through psychological fulfillment. Consequently, an

EMS can not only satisfy an employee’s need for a meaningful existence but also
enhance the self-worth that this employee gains from his or her job. Because companies’
shared values largely influence trust (Morgan and Hunt, 1994), an employee who
strongly identifies with an organization that uses EMS may exhibit enhanced trust in
that organization. Supporting this, Hosmer (1994) mentioned that a firm can develop and
maintain the trust of all stakeholders by incorporating ethical initiatives into its
decision-making.
A company’s environmental management is another known important aspect of CSR
(Sharma and Ruud, 2003; Van Marrewijk, 2003). Previous studies showed that CSR
influences trust (Kennedy et al., 2001). Lin (2010a, 2010b) demonstrated that CSR can
foster employees’ affection, motivation and trust. Specifically, the perception that a
company undertakes ethically and socially responsible activities enhances the
trust-based relationship among stakeholders, including employees. Similarly, Vlachos
et al. (2010) reported that salespersons’ perceptions of their firm’s CSR activities play an
important role in building OT.
In the hospitality literature, Lee et al. (2012) used the perspectives of foodservice
employees in South Korea to empirically examine the effect of CSR on work attitudes
and behaviors, and found that some aspects (e.g. economic and philanthropic) of CSR
positively affected OT. Recently, Lee et al.’s (2013a, 2013b, 2013c) study on casino
employees found a positive relationship between CSR activities and OT.
Put simply, employees’ trust in their organization is based on their judgment of its
ethical values (Mayer et al., 1995): an organization with an EMS sends a strong message
about its ethics, thus enhancing the employees’ perception of its integrity (a component
of trustworthiness). That is, if the organization promotes an EMS, it will foster the
employees’ trust. Therefore, we tested the following hypothesis:
H1. Employees’ perception of the EMS is positively related to OT.
2.3 Environmental management strategy and organizational commitment

OC has three sub-dimensions: affective, normative and continuance commitment (Allen
and Meyer, 1990). However, this study focused only on affective and normative
commitments as the two relevant dimensions of commitment for explaining OCB.
Affective commitment (OCA) describes an employee’s emotional attachment to the
organization, derived from accepting its values. Normative commitment (OCN) denotes
feeling obliged to maintain membership within the organization (Bergman, 2006; Gunlu
et al., 2010; Somers, 1995).
Deontic justice theory provides a theoretical basis for explaining the relationship Management
between EMS and OC. According to this theory (Cropanzano et al., 2003; Folger, 2001), strategy
individuals naturally treat each other fairly and respond when they perceive that others
are treated unfairly (Cropanzano et al., 2001). Previous research suggests that employees
respond emotionally and behaviorally when their organization behaves unethically
(Rupp et al., 2006). If employees perceive that their organization engages in unethical
business practices (e.g. environmental irresponsibility), they exhibit negative attitudes 1581
and behaviors.
In contrast, employees who believe that their organization pursues an EMS by
supporting eco-friendly practices are proud to be part of the organization, thus leading
to more positive work attitudes. Lee et al.’s (2012, 2013b, 2013c) empirical study revealed
that employees are likely to show positive work attitudes (e.g. job satisfaction) when
they see the firm behaving ethically. Similarly, Deshpande (1996) indicated that an
organization’s ethical climate affects the employees’ job satisfaction. Thus, we believe
that an EMS fosters a strong ethical climate, making the employees feel good about
themselves and thus increasing their motivation to work hard by showing an affective
commitment to the organization.
Social identity theory also provides a theoretical justification for the relationship
between an organization’s EMS and OC: individuals use their social identity to enhance
their self-esteem (Tajfel and Turner, 1979). Working for a socially reputable
organization (i.e. an environmentally friendly firm) significantly affects employees’
self-concepts (Helm, 2011). Consequently, employees who take pride in joining and
working for a socially responsible organization are likely to show more positive
work-related attitudes (i.e. OC) (Maignan and Ferrell, 2001; Peterson, 2004). For instance,
Peterson (2004) identified CSR as a predictor of OC, while Turker (2009) examined the
effects of employees’ perceived CSR on OC, and found that positive perceptions played
an important role in increasing commitment. Drawing on this literature, we expected
that EMS would have a positive effect on OC:
H2. The employee’s perception of an EMS positively relates to OC.
2.4 Organizational trust and organizational citizenship behaviors

OCB are individual behaviors that are “discretionary, not directly or explicitly
recognized by the formal reward system, and that in the aggregate [promote] the
effective functioning of the organization” (Organ, 1988, p. 4). This implies pro-social
ethical behaviors that improve firm performance by helping coworkers who voluntarily
promote the firm outside of work (Podsakoff et al., 2014).
In this study, we theorized that OT influences employees’ willingness to display
OCB: when employees perceive their organization as trustworthy, they willingly display
discretionary behavior exceeding their employee contract. The empirical evidence has
shown that OT is a significant driver of OCB because it motivates employees’
self-initiated behaviors (Chiang and Hsieh, 2012). Paillé et al.’s (2010) study revealed that
white-collar employees who trusted their organizations were more satisfied with their
jobs and consequently exhibited better OCB. Thus, OT is likely to shape positive
organizational citizens. Therefore, we hypothesized the following:
H3. OT positively relates to OCB.
IJCHM 2.5 Organizational commitment and organizational citizenship behavior
28,8 Considerable empirical research has examined the relationship between OC and OCB
(Liang, 2012). Cho and Johanson (2008) studied restaurants to examine the effects of
employees’ work status (i.e. part- versus full-time) on the relationship between OC and
OCB. Their results indicated that the employees’ OC positively enhanced OCB,
regardless of work status. Wang and Wong (2011) demonstrated the same relationship
1582 in a cultural context, revealing that the OC of hotel employees in China had a positive
effect on OCB. Thus, we developed the following hypothesis:
H4. OC positively relates to OCB.
2.6 Two mediating paths

Our hypotheses thus far posit that an EMS improves both OT and OC, which may lead to
appropriate OCB. Prior research firmly established that trust and commitment act as
mediators in relationship marketing (Garbarino and Johnson, 1999; Morgan and Hunt, 1994).
For organizations, researchers have also emphasized that trust and commitment are crucial
factors in enhancing positive organizational performance (Cullen et al., 2000; De Ruyter et al.,
2001). Nevertheless, the hospitality literature has not fully integrated the influential roles of
the two constructs (trust and commitment) in their antecedents (organizational resources or
strategies) and consequences (organizational outcomes). Thus, we expected OT and OC to
mediate the relationship between EMS (the organizational resource) and OCB (the
organizational outcome). Given this consideration, we formulated the following hypotheses:
H5. OT mediates the relationship between EMS and OCB.
H6. OC mediates the relationship between EMS and OCB.
3. Methods
3.1 Data collection
We collected data from hotel employees in the USA via a Web-based survey
administered by an online market research company. We used Amazon Mechanical
Turk (Mturk) to recruit the respondents, allowing us to collect data from a more
demographically diverse group as compared to online survey panels (Paolacci et al.,
2010). Many researchers have used Mturk because of its high-quality data (Seih et al.,
2013).
Before collecting the data, we conducted a pretest using 32 hotel employees to assess
the validity and reliability of the measurement items. Cronbach’s alpha (␣) values for all
variables exceeded the suggested threshold value of 0.6 (Bagozzi and Yi, 1988). The
market research company sent an invitation to complete the online survey to its panel
members, and those who accepted the invitation accessed the site and completed the
survey. Of the 500 US hotel employees invited to take this survey, 373 provided valid
responses for data analysis (74.6 per cent response rate).
Of these 373 participants, 59 per cent were male and 56 per cent were 20-29 years old.
Specific jobs included front office (40 per cent), housekeeping (21 per cent) and food and
beverage (12 per cent). Most respondents (74 per cent) were entry-level employees.
Mid-scale hotels accounted for one-third of respondents (35.9 per cent), followed by
upper upscale (24.4 per cent), upscale (15.5 per cent), economy (15.3 per cent) and luxury
(8.8 per cent).
In general, most of the frontline employees including front office and food and Management
beverage staff were entry-level or non-managerial employees. Thus, their work exposed strategy
them more than the others to the hotels’ EMS practices: they directly delivered hotel
products and services to guests and were forced to engage in the hotels’ environmentally
friendly programs (Bohdanowicz et al., 2011; Namasivayam et al., 2007). These frontline
employees’ work duties entailed more interpersonal communication, which is needed to
build trust among employees, as compared to back office employees (e.g. marketing and 1583
financial departments) (Faulkner and Patiar, 1997). Although the frontline employees
provide face-to-face services, their roles partly involve understanding back office work
including property management, reservations and accounting (Hai-yan and Baum,
2006). Because hotels largely associate an EMS with environmentally friendly practices
in furniture, fixtures and equipment as well as operating supplies, frontline employees
have more pronounced perceptions of EMS and of the importance of organizational
teamwork than other employee groups. Thus, we expected their sample distribution to
effectively represent the effects of EMS on organizational behavior.
3.2 Measures
The survey comprised four sections:
(1) the environmental policies of the respondents’ current organization;
(2) the perceptions of OT and OC;
(3) OCB; and
(4) demographic information.
All survey items used a seven-point scale ranging from 1 (strongly disagree) to 7
(strongly agree).
We measured EMS using 13 items adopted from Carmona-Moreno et al.’s (2004) scale,
which has been used in the hospitality and tourism research (Leonidou et al., 2013). We
measured OT using five items from Robinson and Rousseau (1994). OC comprised both
affective (OCA) and normative commitment (OCN). OCA and OCN were measured with
three and five items, respectively. These eight items were derived from Allen and Meyer
(1990), who showed that OCB has two sub-dimensions: individual- and organization-
targeted citizenship behaviors (OCB-I and OCB-O, respectively). We measured these two
dimensions using the scale developed by Williams and Anderson (1991), adapted for
hospitality research (Ma et al., 2013).
We used job position, tenure and work status as control variables. Previous studies
identified these factors’ significant relationships to OCB, as employees’ different
positions or working conditions result in different needs and involvement in their work
or organization (Chiang and Birtch, 2008; Jung and Yoon, 2012; Karatepe and Karatepe,
2009; Pizam and Thornburg, 2000).
We measured these control variables within their respective categories:
• job position (entry level, supervisor, manager and director);
• work status (part-time and full-time); and
• tenure (years worked at the current hotel: less than one year, one to less than three
years, three to five years and more than five years).
IJCHM 3.3 Data analysis
28,8 Descriptive data analysis, confirmatory factor analysis (CFA) and structural equation
modeling (SEM) were conducted using SPSS 22.0 and AMOS 22. We first performed
descriptive analysis to obtain information about the respondents. Next, we conducted
CFA to examine the psychometric properties of the scale, including internal reliability
and convergent and discriminant validities. Finally, we conducted SEM to test the
1584 hypotheses.
4. Research findings
4.1 Measurement model
All internal consistency measures exceeded 0.76, indicating satisfactory internal

reliability of the constructs (Bagozzi and Yi, 1988). We checked for multicollinearity
between latent variables (EMS, OT, OC and OCB) using variance inflation factor (VIF)
values, and we obtained VIF scores of less than 10 (ranging from 1.38 to 2.05),
suggesting no multicollinearity (Hair et al., 2006).
CFA validated the measurement model consisting of 37 observed variables
measuring six constructs. We eliminated items with a factor loading below 0.4 or low
correlated item-to-total values below 0.25 (Hair et al., 2006). Consequently, six items were
deleted from the model: three in EMS, one in OT and two in OCB-O. Hence, the final
model contained 31 items across 6 constructs (Table I). The fit indices for the model
proved acceptable: ␹2 ⫽ 1,017.14; df ⫽ 417; CMIN/df ⫽ 2.44; p ⫽ 0.000; comparative fit
index (CFI) ⫽ 0.925; Tucker–Lewis Index (TLI) ⫽ 0.916; and root-mean-square error of
approximation (RMSEA) ⫽ 0.062 (Hair et al., 2006). To establish a well-fitting model, the
CFI and TLI must be higher than 0.90, while the RMSEA must be less than 0.08 (Kline,
2005).
Table II shows the mean, standard deviation and correlations of all constructs. The
results indicate that EMS was positively related to OT (r ⫽ 0.59, p ⬍ 0.01), OCA (r ⫽
0.59, p ⬍ 0.01), OCN (r ⫽ 0.56, p ⬍ 0.01), OCB-O (r ⫽ 0.24, p ⬍ 0.01) and OCB-I (r ⫽ 0.36,
p ⬍ 0.01). Because of the high correlations between OCA and OCN (r ⫽ 0.83, p ⬍ 0.01),
as well as between OCB-O and OCB-I (r ⫽ 0.63, p ⬍ 0.01), we considered an alternative
model by loading the two sets of separate constructs into two one-latent variables
consisting of EMS, OT, OC and OCB (i.e. four-factor model). This result is consistent
with McMurray et al.’s (2004) finding that OC had two sub-factors – normative and
affective – thus showing a justifiable second-order instrument for OC. Researchers have
also considered OCB as a second-order factor structure because of its better model fit
(Jung and Hong, 2008).
The results of the CFA for the alternative four-factor model showed improved fit
indices over the six-factor model (␹2 ⫽ 961.36; df ⫽ 419; p ⫽ 0.000; CMIN/df ⫽ 2.29;
CFI ⫽ 0.932; TLI ⫽ 0.925; RMSEA ⫽ 0.059). The ␹2 difference test between the six- and
four-factor models further showed significant differences (⌬ ␹2 ⫽ 55.78, ⌬ df ⫽ 2,
p ⬍ 0.001), suggesting the appropriateness of the alternative model.
4.2 Common method variance

In self-report surveys, the relationships between the measured variables may affect or
inflate the empirical results (Podsakoff et al., 2003). In this study, we used the one-factor
test that hospitality and organizational behavior researchers have widely used, and
verified it as effective for assessing common method bias (Madera et al., 2014).
Standardized Composite Variance
Management
Latent constructs Scale items estimate reliability extracted strategy
Environmental management EMS1 0.74 0.91 0.51
strategy EMS2 0.77
EMS3 0.80
EMS4 0.71
EMS5 0.73
1585
EMS6 0.67
EMS7 0.61
EMS8 0.66
EMS12 0.72
ESM13 0.72
Organizational trust OT2 0.88 0.91 0.71
OT3 0.89
OT4 0.89
OT5 0.70
Organizational commitment OCA1 0.87 0.87 0.69
(affective) OCA2 0.74
OCA3 0.87
Organizational commitment OCN1 0.81 0.92 0.68
(normative) OCN2 0.81
OCN3 0.84
OCN4 0.85
OCN5 0.84
Organizational citizenship OCBO2 0.74 0.76 0.52
behavior (organization) OCBO3 0.80
OCBO5 0.62
Organizational citizenship OCBI1 0.69 0.90 0.59
behavior (individual) OCBI2 0.80
OCBI3 0.80
OCBI4 0.81
OCBI5 0.76 Table I.
OCBI6 0.74 CFA and reliabilities
Constructs Mean SD 1 2 3 4 5
1. EMS 4.39 1.12

2. OT 5.04 1.26 0.59**
3. OCA 3.92 1.60 0.59** 0.60**
4. OCN 3.86 1.56 0.56** 0.60** 0.83**
5. OCBO 5.69 1.00 0.24** 0.46** 0.17** 0.17** Table II.
6. OCBI 5.36 1.05 0.36** 0.49** 0.36** 0.34** 0.63** Means, standard
deviations and
Note: ** Significant at the p ⬍ 0.01 level correlations
IJCHM Following the guidelines for a common methods variance test, we conducted a principal
28,8 component analysis, which detects a common method bias if a single (or the first) factor
explains the majority of the total variance (Podsakoff and Organ, 1986). A non-rotated
factor analysis yielded four factors with eigenvalues above 1. As the first factor
accounted for 38.2 per cent of the variance, the results suggested that CMV did not
substantially affect our data.
1586 We also tested the reliability and validity of the model’s constructs via CFA. The
reliability of all constructs exceeded the minimum value of 0.60, indicating convergent
validity (Bagozzi and Yi, 1988): 0.92 for EMS, 0.91 for OT, 0.95 for OC and 0.92 for OCB.
As shown in Table III, discriminant validity was also achieved by comparing the square
roots of the average variance extracted with the correlations between constructs (Fornell
and Larcker, 1981).
4.3 Structural model and hypothesis tests

We tested the structural model to examine the hypothesized relationships among the
four constructs. The fit indices indicated that the model fit the data: ␹2 ⫽ 1,194.95, df ⫽
511, p ⫽ 0.000, CMIN/df ⫽ 2.34, CFI ⫽ 0.922, RMSEA ⫽ 0.060. All hypotheses were
supported. Specifically, EMS significantly influenced OT (␥ ⫽ 0.56, p ⬍ 0.001) and OC
(␥ ⫽ 0.44, p ⬍ 0.001), thus supporting H1 and H2. H3, linking OT with OCB (␤ ⫽ 0.18,
p ⬍ 0.01), and H4, linking OC with OCB (␤ ⫽ 0.22, p ⬍ 0.01), were also supported
(Table IV).
Considering the three control variables (job position, tenure and work status), the
results indicated that the effects of OT and OC on OCB were significant (job position ¡
OCB: ␥ ⫽ 0.01, p ⫽ 0.809; work status ¡ OCB: ␥ ⫽ 0.06, p ⫽ 0.193; tenure ¡ OCB: ␥ ⫽
0.03, p ⫽ 0.444). In other words, OT and OC significantly affected OCB, regardless of job
position, tenure or work status.
Constructs 1 2 3 4
a
1. EMS 0.714
2. OT 0.588b 0.843
3. OC 0.605 0.623 0.827
4. OCB 0.332 0.523 0.303 0.753
Table III.
a b
Discriminant validity Notes: The diagonal entries represent squared roots of AVE for each latent variable; Diagonal
of the measurement elements should be higher than corresponding off-diagonal elements (correlations between constructs)
model to meet discriminant validity
Hypothesis Structural path Standardized estimate (t-value)
H1 EMS ¡ OT 0.56***
H2 EMS ¡ OC 0.44***
H3 OT ¡ OCB 0.18**
Table IV. H4 OC ¡ OCB 0.22**
Standardized
coefficients of the Notes: Model fit: ␹2 ⫽ 1194.95 (p ⫽ 0.00), dff ⫽ 511, CFI ⫽ 0.92, NNFI ⫽ 0.87, TLI ⫽ 0.91, RMSEA ⫽
hypothesized paths 0.06; ** significant at the p ⬍ 0.01 level, *** significant at the p ⬍ 0.001 level
Following Baron and Kenny’s (1986) analytic procedures, we tested a series of structural Management
models to assess the mediating effects of OT and OC on the relationship between EMS strategy
and OCB. According to Baron and Kenny (1986), a full mediating relationship is
achieved if the following three criteria are met:
(1) the direct effect of EMS on OCB (Model 1) is significant;
(2) the paths from EMS (independent variable) to OT and OC (mediators), and those
from OT and OC to OCB (dependent variable), are significant (Models 2 and 4); and 1587
(3) models that add a direct path from EMS to OCB do not significantly improve the
model, including the mediators (OT: Model 2 vs Model 3; OC: Model 4 vs Model 5)
(Table V).
For the mediating effect of OT, the results (Model 1) show a significant direct path from
EMS to OCB (␥ ⫽ 0.35, p ⬍ 0.001). This enabled us to proceed to the next step of the
mediation test, and we found significant paths from EMS to OT (␥ ⫽ 0.62, p ⬍ 0.001) and
OC (␥ ⫽ 0.66, p ⬍ 0.001), and paths from OT and OC to OCB (OT: ␤ ⫽ 0.55, p ⬍ 0.001;
OC: ␤ ⫽ 0.36, p ⬍ 0.001).
Table VI shows the model fit comparisons among the five models, all of which show
acceptable fit indices. The addition of a direct path from EMS to OCB (Model 3),
however, did not significantly improve the fit over that of Model 2 (⌬ ␹2 ⫽ 1.41, ⌬ df ⫽
1, ns). This result implies that OT and OC are important mediators in the relationship
between EMS and OCB. Thus, Model 2 (␹2 ⫽ 532.62; df ⫽ 222; p ⬍ 0.01; RMSEA ⫽
0.061; NNFI ⫽ 0.902; CFI ⫽ 0.940) is acceptable in terms of the model simplification
(Brown, 1997). However, the results also show the significance of the full mediation
model of OC (Model 4), with the fit of the partial mediation model (Model 5) being
Standardized path coefficients

Mediator: OT Mediator: OC
Structural path Model 1 Model 2 Model 3 Model 4 Model 5
EMS ¡ OCB 0.35*** 0.08 0.13

EMS ¡ OT 0.62*** 0.61***
EMS ¡ OC 0.66*** 0.66***
OT ¡ OCB 0.55*** 0.49***
OC ¡ OCB 0.36*** 0.28***
Table V.
Notes: Model 1 ⫽ direct effects; Models 2 and 4 ⫽ full mediation; Models 3 and 5 ⫽ partial Standardized path
mediation; *** p ⬍ 0.001 coefficients
Fit indices
Mediator Model ␹2 df RMSEA NNFI TLI CFI
Model 1 (non-mediated) 384.79 146 0.066 0.905 0.928 0.938

OT Model 2 (fully mediated) 532.62 222 0.061 0.902 0.932 0.940
Model 3 (partially mediated) 531.21 221 0.061 0.902 0.931 0.940 Table VI.
OC Model 4 (fully mediated) 627.48 314 0.055 0.902 0.939 0.945 Fit comparisons for
Model 5 (partially mediated) 668.46 313 0.055 0.903 0.939 0.946 models
IJCHM significantly worse than Model 4 (⌬ ␹2 ⫽ 40.98; ⌬ df ⫽ 1; p ⬍ 0.001). This indicates that
28,8 the full mediation model (Model 4) is a better choice than the partial mediation model
(Model 5); in other words, the large chi-square differences between Models 4 and 5 (a
decrease of one degree of freedom) indicate that the changes in the chi-square are
statistically significant. Consequently, the results indicate that OT and OC fully mediate
the effects of EMS on OCB, thus supporting H5 and H6.
1588 For the integrative fashion (Figure 1), the results indicate that EMS can positively impact
OT and OC, ultimately leading to positive organizational performance (i.e. OCB). In the
mechanism, OT and OC play a significant role in mediating the path from EMS to OCB.
5. Discussion and conclusions

This study examined how an EMS leads to OCB. For this purpose, we hypothesized that
an EMS is a source of employees’ OCB, wherein OT and OC account for the relationship
between the EMS and OCB. To test the hypotheses, we examined the direct relationships
of the EMS with OT, OC and OCB; the direct relationships of OCB with OT and OC; and
the mediating effects of OT and OC on the relationship between the EMS and OCB. We
used SEM to analyze these three relationships, and it supported all hypotheses given
previous findings and theories (Dutton and Dukerich, 1991; Gunlu et al., 2010; Hansen
et al., 2011; Podsakoff et al., 1996).
The study results, therefore, show that an EMS is positively related to OT, OC and
OCB. Employees who work for a hospitality company with an EMS are likely to trust the
company, have high psychological attachment to the company and help their
co-workers, thereby exhibiting OCB. OT and OC mediate this relationship between EMS
and OCB. Employees perceive the implementation of an EMS as an ethical social
practice of good corporate citizenship behavior. Accordingly, they feel a stronger sense
Figure 1.
Structural model
result
of belonging to, involvement with, and emotional attachment to an organization that Management
they believe to be trustworthy. They believe that working for such an organization is strategy
worthwhile because they can adhere to their own moral principles or internalized
normative responsibilities while working (Allen and Meyer, 1996; Hon and Lu, 2010).
Such a positive attitude effect may also motivate employees to work cooperatively to
get the job done, take personal interest in the well-being of colleagues and help
colleagues solve conflicts quickly for the sake of the organization (Davy et al., 1997; Ro, 1589
2012). This study confirms previous research claiming that a company’s CSR activities
may affect employees’ ethical perceptions of that organization: people feel that they have
moral duties, and will thus react if an individual or an organization observes or violates
those duties (Cropanzano et al., 2001).
5.1 Theoretical implications

Our study makes distinct contributions. First, we proposed and tested a conceptual
model that uniquely integrates the employee perception of an EMS with OCB. Most
previous studies focused on customer outcomes from the perspective of a marketing
EMS, and particularly its beneficial effects on customer attitudes and behaviors,
positive brand image, willingness to pay premium prices (Kang et al., 2012) and
intention to visit (Han et al., 2011). Surprisingly, the employees’ perception of an EMS is
absent from the literature.
However, there are strong theoretical reasons to expect the employees’ perception of
EMS to be well-positioned to affect the employees’ positive attitudes and behaviors
(Gould-Williams, 2003; Lin, 2010a, 2010b). Empirical studies are increasingly
confirming the link between CSR and employees’ positive work-related attitudes/
behaviors. According to Turban and Greening (1996), the good reputation of a
company’s CSR activities triggers positive attention from its employees. Altogether, our
findings extend the focus of the present EMS research from the customer’s perspective
to the employee’s perspective, thereby enriching our understanding of the role of an
EMS in predicting employee work-related outcomes.
Second, our study contributes significantly to the EMS and OCB literature by
examining the process through which an EMS influences OCB. Scholars have paid little
attention to this, despite OT and OC being key links in that relationship (Morrison, 1996;
Paré and Tremblay, 2007). This reveals an important gap in our understanding of the
ways in which an EMS reinforces the employees’ perceptions of, emotional involvement
with, and attachment to the organization based on its trustworthiness, which, in turn,
promote the employees’ citizenship behaviors. Thus, this study considered OT and OC
as two possible mediators of EMS, integrating them into the EMS–OCB relationship
model and allowing the researchers to conduct a comprehensive study of OT and OC in
the hotel setting. Our findings indicate that employees’ trust and commitment to the
organization bridge the EMS–OCB relationship: employees who strongly believe in their
organization’s willingness to incorporate good environmental citizenship gain increased
trust in, and personal commitment to, their organization and thus perform better on the
job (e.g. engaging in extra-role behaviors with colleagues and the organization). In
particular, our results show that the combination of social identity theory and deontic
justice theory provides a valuable theoretical lens for fully explaining why OC and OT
serve as mediators of EMS effects. By determining the psychological processes
underlying the relationship between an organization’s EMS and employee outcome
IJCHM variables, this study contributes to the field by building an extensive and integrative
28,8 path model, clarifying the process on the micro level, wherein an organization’s socially
beneficial operating practices can lead to OCB.
5.2 Managerial implications

1590 From a practical perspective, this study provides the foundation for suggestions to apply the
results in organizational operations. First, the results suggest that hotel firms’ EMS efforts
are beneficial not only for enhancing customer perceptions of their hotel and brand but also
for enhancing employee attitudes and behaviors toward the firm. Therefore, our results
imply that when developing and implementing an EMS, hotels may also aim for the
beneficial aspect of human resource management (HRM). In this vein, this research calls
attention to HRM when hospitality companies develop and implement social and
environmental programs. To date, such CSR programs, like green marketing activities in the
hospitality industry, have focused more on external customers than internal employees due
in large part to the positive effect of the former on a company’s reputation, image and
business outcomes (Chan et al., 2014). Consequently, hotel companies’ EMS practices often
have been initiated and run by management in an uncoordinated, unintegrated way,
frequently without the active engagement of employees. However, to maximize the positive
effects of EMS efforts internally and externally, hotel firms should understand what
contributions their EMS commitment can make from the HRM perspective, and design their
EMS such that they actually contribute to increasing their employees’ positive attitudes and
behaviors via such efforts.
Second, our results show that a hotel firm’s EMS increases employee OCB via OT and
OC. The results suggest that the prosocial practices of hotel firms can enhance
employees’ positive behaviors when the firms and their employees create a trustful
organizational climate through their practices. When employees perceive their
organization’s prosocial practices as meaningful, credible and trustworthy, they are
more likely to be committed to the organization, improve their judgment of the
organization and subsequently be willing to invest more of themselves in the company’s
well-being (Lee et al., 2013, 2013b, 2013c). Accordingly, hotel firms should focus on
establishing and using effective channels of internal communication between the firm
and its employees. Because clear and consistent communication of the details of their
social contribution is necessary for fostering employee trust in the organization (Lee
et al., 2013, 2013b, 2013c), hotel firms may consider establishing a CSR reporting system
where they distribute to employees’ information about their prosocial activities
(Morsing, 2006). This system may give employees easy access to information about the
range, effectiveness, achievements and contributions of what the organization has done,
is doing, and will do for the community and society; understanding the organization’s
engagement in socially beneficial activities may improve the employees’ perceptions of
the organization, enhancing trust and commitment to the organization.
The last practical implication concerns the importance of value congruence between
the firm and employees regarding social responsibility. According to Gruen et al. (2000)
and Kristof-Brown et al. (2005), employees who perceive that their organization has
values similar to their own invest more cognitive, emotional and physical energy in
performing well on the job, and thus contribute to the company’s overall goals. This
theoretical reasoning of the previous studies is consistent with our findings about the
mediating role of OC and OT in the EMS–OCB relationship. Therefore, to increase the
mediating effects of OT and OC in increasing employee OCB, hotel firms should ensure Management
that the intentions and objectives of their prosocial activities including EMS activities strategy
match their employees’ social values. For example, to align the EMS practices with the
employees’ values, hotel firms should focus on providing the employees with sufficient
opportunities to share their opinions and ideas during the planning, development,
implementation and evaluation of their EMS activities. As such, hospitality
organizations may foster shared values with employees regarding corporate 1591
environmental responsibility, ultimately enhancing the employees’ extra-role behaviors
that contribute to the success of the organization.
5.3 Limitations and suggestions for future research

This research also faced several limitations. First, because we used a self-report survey
to collect the data, common method bias may have affected the results. As discussed
above, however, Harman’s (1976) one-factor test indicated that no substantial common
method bias existed in the data. Nonetheless, because we cannot completely rule out the
influence of same-source variance on the results, we recommend that future research use
multiple data sources.
Second, Font et al. (2012) argued that major chain hotel companies demonstrate a gap
between their environmental policies (disclosure) and their actual practices
(performance), also known as greenwashing. Future studies should add a disclosure–
performance dimension to this study’s model to increase objectivity in examining the
influences on employees’ perceptions or hotel performance.
Third, the sample comprised frontline hotel employees in one country, raising the
issue of generalizability. Future studies should use a larger sample including other
service contexts. Finally, as this study used OCB as an organizational outcome, future
research should also consider other performance measures, particularly objective hotel
performance (Moncarz et al., 2009; Xiao et al., 2012).
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Corresponding author
Donghwan Yoon can be contacted at: duy13@psu.edu
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Environmental Management Strategy

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International Journal of Contemporary Hospitality Management

Environmental management strategy and organizational citizenship behaviors in

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Environmental management Management

The mediating role of organizational trust Received 5 October 2014

and commitment 29 May 2015

2. Literature review and hypotheses development

2.2 Environmental management strategy and organizational trust

It is well-documented that trust positively affects organizational outcomes (Chathoth

proves valuable to individuals through psychological fulfillment. Consequently, an

2.3 Environmental management strategy and organizational commitment

2.4 Organizational trust and organizational citizenship behaviors

2.6 Two mediating paths

All internal consistency measures exceeded 0.76, indicating satisfactory internal

4.2 Common method variance

1. EMS 4.39 1.12

and Larcker, 1981).

4.3 Structural model and hypothesis tests

Hypothesis Structural path Standardized estimate (t-value)

Standardized path coefficients

EMS ¡ OCB 0.35*** 0.08 0.13

Model 1 (non-mediated) 384.79 146 0.066 0.905 0.928 0.938

5. Discussion and conclusions

5.1 Theoretical implications

5.2 Managerial implications

5.3 Limitations and suggestions for future research

Journal of Sustainable Tourism, Vol. 19 No. 7, pp. 797-816.

No. 3, pp. 315-320.

drivers of hotel environmental marketing strategy: implications for competitive advantage

1. IlkhanizadehShiva, Shiva Ilkhanizadeh, KaratepeOsman M., Osman M. Karatepe. Does trust

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