Hostname: page-component-78c5997874-8bhkd Total loading time: 0 Render date: 2024-11-10T15:20:59.678Z Has data issue: false hasContentIssue false
  • English
  • Français

Managing Environmental Knowledge through Learning Processes in Spanish Hospitality Companies

Published online by Cambridge University Press:  10 January 2013

Juan Gabriel Cegarra-Navarro  and
Aurora Martinez Martinez
Juan Gabriel Cegarra-Navarro*
Affiliation:
Universidad Politécnica de Cartagena (Spain)
Aurora Martinez Martinez
Affiliation:
Universidad Politécnica de Cartagena (Spain)
*
Correspondence concerning this article should be addressed to Juan G Cegarra-Navarro. Facultad de Ciencias de la Empresa. Universidad Politécnica de Cartagena. Paseo Alfonso XIII, 50. 30203 Cartagena. Murcia. (Spain). E-mail: Juan.Cegarra@upct.es.
Get access Rights & Permissions [Opens in a new window]

Abstract

The major focus of this research is to investigate whether environmental knowledge has any impact on organizational outcomes through an empirical investigation of 127 Spanish hospitality companies, using structural equation models. Our results show that environmental knowledge is an important determiner for developing organizational outcomes. However, this relationship is completed with just two related constructs: Firstly, the company's acquisition process plays a key role in managing the tension between the knowledge necessary to develop the appropriated environmental initiatives and current knowledge. Secondly, the company's distribution process also sheds light on tangible means for managers to enhance their company's outcomes through environmental knowledge.

El objetivo principal de esta investigación es analizar mediante ecuaciones estructurales aplicadas a 127 empresas del sector español de la hospitalidad, si el conocimiento ambiental ejerce algún impacto en los resultados empresariales. Nuestros resultados muestran que el conocimiento ambiental ejerce un papel importante para alcanzar los objetivos entre las empresas objeto de estudio. Sin embargo, este papel se encuentra condicionado a la presencia de dos dimensiones más que actúan de forma complementaria. En primer lugar, el proceso de adquisición de conocimiento juega un papel clave para lidiar la tensión entre el conocimiento necesario para impulsar las iniciativas ambiéntales demandadas y el conocimiento actual disponible. En segundo lugar, el proceso de distribución también posibilitad medidas palpables y realizables para que los directivos puedan mejorar sus resultados a través del conocimiento ambiental.

Keywords

learning processenvironmental knowledgehospitality industryhotel outcomesproceso de aprendizajeconocimiento ambientalsector de la hospitalidadresultados hoteleros
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 13 , Issue 2 , November 2010 , pp. 827 - 840
Copyright
Copyright © Cambridge University Press 2010

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ahmed, N. U., Montagno, R. V., & Firenze, R. J. (1998). Organizational performance and environmental consciousness: an empirical study. Management Decision, 36(2), 57–62.CrossRefGoogle Scholar
Allen, J., James, A. D., & Gamlen, P. (2007). Formal versus Informal Knowledge Networks in R&D: A Case Study Using Social Network Analysis. R&D Management, 37(3), 179–196.Google Scholar
Amyx, D. A., DeJong, R. E., Lin, X. L., Chakraborty, G., & Wiener, J. L. (1994). Influencers of purchase intentions for ecologically safe products: An exploratory study. In Park, C. W. & Smith, D. L. (Eds.), AMA Winter Educators' Conference Proceedings (pp. 341–347). Chicago: American Marketing Association.Google Scholar
Anderson, J. C., & Gerbing, D. W. (1988). An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of Marketing Research, 25(2), 186–192.Google Scholar
Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison Wesley.Google Scholar
Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396–402.CrossRefGoogle Scholar
Avila, J. A. (1993). What is environmental strategy. The McKinsey Quarterly, 4(1), 53–69.Google Scholar
Babakri, K. A., Bennet, R. A., & Franchetti, M. (2003). Critical factors for implementing ISO 14001 standard in United States industrial companies. Journal of cleaner production, 16(2), 122–131.Google Scholar
Bagozzi, R. P. (1980). Causal models in marketing. New York: John Wiley.Google Scholar
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74 94.CrossRefGoogle Scholar
Bansal, P., & Roth, K. (2000). Why companies go green: a model of ecological responsiveness. Academy of Management Journal, 43(4), 717–736.CrossRefGoogle Scholar
Barker, T. (1998). The role of communication in creating and maintaining a learning organization: preconditions, indicators, and disciplines. Journal of Business Communication, 35(4), 443–467.CrossRefGoogle Scholar
Bohdanowicz, P. (2005). European hoteliers' environmental attitudes: Greening the business, Cornell Hotel and Restaurant. Administration Quarterly, 46(2), 188–204.Google Scholar
Boiral, O. (2002). Tacit knowledge and environmental management. Long Range Planning, 35(3), 291–317.CrossRefGoogle Scholar
Boiral, O. (2009). Greening the Corporation Through Organizational Citizenship Behaviors. Journal of Business Ethics, 87(2), 221–236.CrossRefGoogle Scholar
Carlson, L., Grove, S. J., & Kangun, N. (1993). A content analysis of environmental advertising claims: a matrix method approach. Journal of Advertising, 22(3), 27–39.CrossRefGoogle Scholar
Carmines, E. G., & McIver, S. P. (1981). Analysing models with unobserved variables: analysis of covariance structures. In Bohrnstedt, G. W., & Borgatta, E. F. (Eds.), Social measurement; current issues (pp 65–115). Beverly Hills, CA: Sage.Google Scholar
Carmona, E., Céspedes, J., & Burgos, J. (2004). Environmental strategies in Spanish hotels: Contextual factors and performance. The Service Industries Journal, 24(3), 101–129.CrossRefGoogle Scholar
Chou, T. C., Chang, P. L., Tsai, C. T., & Cheng, Y. P. (2005). Internal learning climate, knowledge management process and perceived knowledge management satisfaction. Journal of Information Science, 31(4), 283–296.CrossRefGoogle Scholar
Churchill, G. A. (1979). A paradigm for developing better measures for marketing constructs. Journal of Marketing Research, 16(1), 64–73.CrossRefGoogle Scholar
Claver, E., Molina, J. F., & Pereira, J. (2006). Strategic groups in the hospitality industry: Intergroup and intragroup performance differences in Alicante. Spain Tourism Management, 27(6), 1101–1116.CrossRefGoogle Scholar
Cohen, W. M., & Levinthal, D. (1990) Absorptive capacity: a new perspective on Learning and innovation. Administrative Science Quarterly, 35(1), 128–152.CrossRefGoogle Scholar
Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational Learning framework: from intuition to institution. Academy of Management Review, 24(3), 522–537.CrossRefGoogle Scholar
Dewhurst, F. W., & Cegarra, J. G. (2004). External communities of practice and relational capital. The Learning Organization, 11(4-5), 322–331.CrossRefGoogle Scholar
Erdogana, N., & Baris, E. (2007). Environmental protection programs and conservation practices of hotels in Ankara, Turkey. Tourism Management, 28(2), 604–614.CrossRefGoogle Scholar
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.CrossRefGoogle Scholar
Frick, J., Kaiser, F. G., & Wilson, M. (2004). Environmental knowledge and conservation behavior: Exploring prevalence and structure in a representative sample. Personality and Individual Differences, 37(8), 1597–1613.CrossRefGoogle Scholar
Fryxel, G., & Lo, C. W. (2003). The influence of environmental knowledge and values on managerial behaviours on behalf of the environment: An empirical examination of managers in China. Journal of Business Ethics, 46(1), 45–69.CrossRefGoogle Scholar
Gadenne, D., Kennedy, J., & McKeiver, C. (2009). An Empirical Study of Environmental Awareness and Practices in SMEs. Journal of Business Ethics, 84(1), 45–63.CrossRefGoogle Scholar
Glaister, K. W., Dincer, O., Tatoglu, E., Demirbag, M., & Zaim, S. (2008). A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country. Management Decision, 46(3), 365–391.CrossRefGoogle Scholar
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate Data Analysis, 5th ed. Englewood Cliffs, N.J.: Prentice-Hall.Google Scholar
Holt, D. (1998). The perceived benefits of an environmental management standard. Business Process Management Journal, 4(3), 204–213.CrossRefGoogle Scholar
James, L. R., Muliak, S. A., & Brett, J. M. (1982). Causal analysis assumptions, models and data. Beverly Hills, CA: Sage.Google Scholar
Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing. 57(3), 53–70.CrossRefGoogle Scholar
Kaplan, R. S., & Norton, D. P. (1992). The Balance Scorecard-Measures That Drive Performance. Harvard Business Review, 70(1), 71–79.Google ScholarPubMed
Klassen, R. D., & McLaughlin, C. P. (1996). The Impact of Environmental Management on Firm Performance. Management Science, 42(8), 1199–1214.CrossRefGoogle Scholar
Kohli, A., Jaworski, B.J. & Ajith, K. (1993). MARKOR: A Measure of Market Orientation. Journal of Marketing Research, 30(4), 467–477.CrossRefGoogle Scholar
Lee, H., & Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179–228.Google Scholar
March, J. G., & Sutton, R. I. (1997). Organizational performance as a dependent variable. Organization Science, 8(6), 698–706.CrossRefGoogle Scholar
Menon, A., & Menon, A. (1997). Environpreneurial Marketing Strategy: The Emergence of Corporate Environmentalism as Market Strategy. Journal of Marketing, 61(1), 51–67.CrossRefGoogle Scholar
Naffziger, D. W.Ahmed, N. U., & Montagno, R. V. (2003). Perceptions of environmental consciousness in US small businesses: an empirical study, SAM Advanced Management Journal, 68(2), 23–32.Google Scholar
National Statistics Institute Information Bulletin (2003). Tourism in 2002. Development of tourism from the point of view of tourist supply. Retrieved on May 12, 2009 from http://www.ine.es/revistas/cifraine/cifine_turismo02.pdfGoogle Scholar
National Statistics Institute Information Bulletin (2008). Development of tourism from the point of view of tourist supply. Retrieved on February 5, 2009 from http://www.ine.es/welcoing.htmGoogle Scholar
Nevis, E. C., DiBella, A. J., & Gould, J. (1995) Understanding Organizations As Learning Systems. Sloan Management Review, 36(2), 73–85.Google Scholar
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. How Japanese companies create the dynamics of innovation. New York: Oxford University Press.CrossRefGoogle Scholar
Nouri, J., Karbassi, A. R., & Mirkia, S. (2008). Environmental management of coastal regions in the Caspian Sea. International Journal of Environmental Science and Technology, 5(1), 43–52CrossRefGoogle Scholar
Pérez, S., Montes, J. M., & Vázquez, C. J. (2004). Managing knowledge: The link between culture and organizational learning. Journal of Knowledge Management, 8(6), 93–104.CrossRefGoogle Scholar
Porter, M. E., & Van Der Linde, C. (1995). Green and competitive: ending the stalemate. Harvard Business Review, 73(5), 120–134.Google Scholar
Po-Shin, H., & Li-Hsing, S. (2009). Effective environmental management through environmental knowledge management. International Journal of Environmental Science and Technology, 6(1), 35–50.Google Scholar
Rome, N. (1994) Business strategy, R&D management and environmental imperatives. R&D Management, 24(1), 65–83.Google Scholar
Rondinelli, D., & Vastag, G. (2000) Panacea, common since or just a label? The label of ISO 14001 environmental management systems. European Management Journal, 18(5), 499–510.CrossRefGoogle Scholar
Sena da Silva, G. C., & Dumke de Medeiros, D. (2004) Environmental management in Brazilian companies. Management of Environmental Quality: An International Journal, 15(4), 380–388.CrossRefGoogle Scholar
Simpson, M., Taylor, N., Barker, K. (2004). Environmental responsibility in SMEs: does it deliver competitive advantage? Business Strategy and the Environment, 13(3), 156–171.CrossRefGoogle Scholar
Spender, J. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(1), 45–62.CrossRefGoogle Scholar
Starbuck, W. H. (1992). Learning by knowledge-intensive firms. Journal of Management Studies, 29(6), 713–740.CrossRefGoogle Scholar
Tatsuki, S., & Masahisa, N. (2006). Application of knowledge management to environmental management project: A case study for lake management. Lakes & Reservoirs: Research and Management, 11(2), 97–102.Google Scholar
Theyel, G. (2000) Management practices for environmental innovation and performance. International Journal of Operations & Production Management, 20(2), 249–266.CrossRefGoogle Scholar
Tiemessen, L., Lane, H. W., Crossan, M., & Inkpen, A. C. (1997) Knowledge management in intemational joint ventures. In Beamish, P. W., & Killing, J. P.. (Eds.). Cooperative strategies: North American perspectives, (pp.370–399). San Francisco, CA: The New Lexington Press.Google Scholar
Tilley, F. J. (1999). Small-Firm Environmental Strategy: The UK experience. Greener Management International Spring, 25, 1–14.Google Scholar
Tsang, E. W., & Zahra, S. A. (2008). Organizational unlearning. Human Relations, 61(10), 1435–1462.CrossRefGoogle Scholar
Wagner, M. (2005). How to reconcile environmental and economic performance to improve corporate sustainability: corporate environmental strategies in the European paper industry. Journal of Environmental Management, 76(2), 105–118.CrossRefGoogle ScholarPubMed
Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. Academy of Management Review, 16(1), 57–91.CrossRefGoogle Scholar
Xu, J. (2005). Adoption and diffusion of knowledge management systems: an Australian survey. The Journal of Management Development, 24(4), 335–361.Google Scholar
Zhang, Z., Shon, L., Love, P., & Treloar, G. (2000). A framework for implementing ISO14000 in construction. Environmental Management & Health, 11(2), 139–148.CrossRefGoogle Scholar