Journal of Hospitality Marketing & Management

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Green marketing orientation: achieving

sustainable development in green hotel
management

Kuo Cheng Chung

To cite this article: Kuo Cheng Chung (2020) Green marketing orientation: achieving sustainable
development in green hotel management, Journal of Hospitality Marketing & Management, 29:6,
722-738, DOI: 10.1080/19368623.2020.1693471

To link to this article: https://doi.org/10.1080/19368623.2020.1693471

Published online: 02 Dec 2019.

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JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT
2020, VOL. 29, NO. 6, 722–738
https://doi.org/10.1080/19368623.2020.1693471

Green marketing orientation: achieving sustainable

development in green hotel management
Kuo Cheng Chung
Department of Marketing and Logistics Management, National Penghu University of Science and Technology,
Magong City, Penghu, Taiwan

ABSTRACT KEYWORDS
The sustainable consumption behavior of customers affects the sustain- Pro-environment behavior;
able development of society. Customers’ pro-environment behavior pro- green economy; green
vides economic benefits to society and ensures the sustainable marketing-oriented; stress
development of the environment. Green economy and strategy are cognitive theory
important in the hotel system nowadays. This study discusses the benefits
of green hotel management in protecting the earth and establishes
a green marketing-oriented model through stress cognitive theory.
Smart partial least squares method is used for structural analysis to under-
stand that green marketing orientation is important in practice. A total of
836 responses were collected from customers of a green hotel. This study
found that stakeholders and executive corporate social responsibility
hotels could indirectly increase consumer loyalty to the image of the
hotel through green marketing.

顾客的可持续消费行为影响着社会的可持续发展. 顾客的环保行为
为社会提供了经济效益，保证了环境的可持续发展. 绿色经济与战
略是当今饭店业的重要组成部分. 本研究探讨绿色饭店管理在保护
地球方面的效益，并运用压力认知理论建立绿色营销导向模式. 采
用智能偏最小二乘法进行结构分析，了解绿色营销导向在实践中的
重要性. 从一家绿色酒店的顾客那里共收集到836份回复. 本研究发
现，利益相关者与执行企业社会责任酒店可以透过绿色行销间接提
升消费者对酒店形象的忠诚度.

Introduction
Environmental issues have received increasing attention over the past decade (Kalafatis, Pollard,
East, & Tsogas, 1999; Laroche, Bergeron, & Barbaro-Forleo, 2001). In an environmentally
friendly environment, consumers are already aware of their buying behavior, which is closely
related to environmental issues (Laroche et al., 2001). Numerous environment-conscious cus-
tomers are slowly shifting to buying eco-friendly products rather than substitutes despite higher
costs (Laroche et al., 2001). Environmental factors play an important role in the tourism industry
(Erdogan & Baris, 2007). The demand for green restaurants has increased year by year, and
customers are aware of the environmental damage (such as carbon emissions) and resource
waste produced by restaurants (for example, excessive consumption of consumables or dispo-
sable materials, energy, and water). Therefore, hotel managers have become increasingly active in
following green environmental programs.

CONTACT Kuo Cheng Chung d9732004@gmail.com National Penghu University of Science and Technology,
Penghu, Taiwan
© 2019 Taylor & Francis Group, LLC
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 723

Managers in the tourism industry are concerned about environmental issues; such concern
has contributed to the emergence of green restaurants. Providing eco-friendly options is
important to the hotel industry to maintain growth (Kasim, 2007a; Webster, 2000). Past research
showed that the hotel industry requires effective resources and environmental management to
maintain sustainability and development. (Erdogan & Baris, 2007) A green hotel is an envir-
onmentally friendly hotel that implements and develops eco-friendly plans. An increasing
number of business operators are pursuing green operations as a good marketing strategy to
achieve market segmentation and positioning in the industry (Manaktola & Jauhari, 2007). Such
approaches can ultimately bring many advantages, such as reduced operating costs and waste, to
the company’s marketing and customer focus (APAT, 2002). Therefore, the green hotel business
model is considered a growing niche market in the highly competitive hotel industry (Manaktola
& Jauhari, 2007). Tourists prefer establishments that prioritize environmental protection
(Alexander & Kennedy, 2002). This preference translates into visitors’ tendency to support
environmental protection and purchase products at local stores and restaurants (Kang, Stein,
Heo, & Lee, 2012; Miller and Baloglu, 2011; Penny, 2007). Several studies have found that Taiwan
has a high degree of environmental protection (Kung & Lee, 2002), and government and
restaurant executives widely support the hotel industry in implementing green or environmental
protection measures (Shen & Wan, 2001).
A number of studies in the hotel industry focus on environmental management/enforcement
and environmental policy-related green strategies, as well as tourists’ green preferences and
attitudes toward green implementation. However, few studies discuss the decision-making
process of tourists. The economic, social, and stakeholder issues involved in choosing hotels
must also be taken into account.
This study considers how the green marketing strategies of hotels influence customers’
purchasing behavior. Customer psychology can help us understand the shopping behavior
and decision-making process of tourists easily, which is especially important for green marketing
development. Therefore, this study used the extensive discussion of stress cognition theory on
customer consumption behavior to establish a strong and powerful basis for follow-up research-
ers. Stress cognition theory is a cognitive assessment of the relationship between people and the
environment in a particular encounter, thus impacting subsequent emotions and responses. In
the decision-making process, customers are affected by environmental influences or personal
intentions. Therefore, this study can fill the gaps in the literature for research scholars to predict
the intention of customers in choosing green hotels.
The main purpose of this study is to confirm whether corporate social responsibility (CSR)
and stakeholders affect green purchasing beliefs under the pressure of environment protection
(green marketing orientation, brand image, and brand loyalty). Second, this study aims to verify
whether customers’ sustainability behavior has a moderating effect.

Literature review
Green hotel
Enterprises have begun to pay attention to green management because of global climate
change, environmental pollution, the increased need for environmental protection, and
the implementation of environment protection policies.
724 K. C. CHUNG

The hotel industry relies on natural resources and consumes a considerable amount of
energy. For example, energy, water, and nonrenewable resources produce a large amount
of greenhouse gas emissions, mainly carbon dioxide, which has a significant impact on the
environment (Bechen & Patterson, 2006; Kasim, 2007b). Large hotels, such as interna-
tional tourist hotels, consume more resources and generate more waste from their facil-
ities, guest rooms, and restaurants (Kasim, 2007a).
A green hotel is also known as an “eco-friendly” hotel or a “sustainable” hotel. Ecomall
(2000) pointed out that green hotels provide a place to stay, and management should focus
on saving energy to reduce unnecessary waste and reduce damage to the environment.
The Green Hotels Association (2002) stated that a green hotel “is committed to saving
water and other resources, and reducing the cumulative discharge of waste and other
environmental protection management measures.” Green Mountain State (2002) proposed
that, to create a green environment, employees and customers should work together to
find ways to minimize the environmental impact and educate others while remembering
to continuously provide the quality service customers should receive. In terms of con-
sumers’ spending, a study showed that many tourists prefer environmentally friendly
products and services (Gordon, 1991). Therefore, if the benefits can be indirectly passed
to the consumers through the green concept, then environmental protection can also be
achieved.

Relationship between corporate social responsibility and green marketing

orientation
Global warming causes severe abnormal changes in the environment, which is related to
the destruction of the natural environment. Global climate change poses a risk to the
survival of human beings and is the key factor for businesses to implement green
marketing to protect the Earth. CSR has attracted many scholars to study the main
reasons CSR should be used in industries. Studies have pointed out that CSR has
a positive impact on business performance and strategies (Campbell, 2007). Many CSR
strategies already incorporate basic strategies for corporate environmental behavior
(Kärnä, Hansen, & Juslin, 2003).
Scholars link CSR with marketing to extend CSR to maximize the interests of stake-
holders (Maignan & Ferrell, 2004; Maignan, Ferrell, & Farrell, 2005). From the perspective
of corporate sustainability, companies develop green marketing strategies to satisfy the
demand of CSR and the requirements of stakeholders. At the same time, a company’s
internal standards can enable enterprises to move toward sustainable business through
green marketing.
Podnar and Golob (2007) used CSR as a strategic tool to shift from consumer marketing to
green marketing. CSR activities can provide organizational competitive advantage to enhance
corporate awareness, such as customer retention. Menguc, Auh, and Ozanne (2010) found
that natural environment positioning has links to CSR and environmental commitment.
Green strategy orientation can identify environmental protection and integrate environmental
values that are important in strategic marketing (Fraj-Andrés, Martinez-Salinas, & Matute-
Vallejo, 2009). At present, companies face considerable challenges every day, not only those
related to meeting their goals, but also the challenge of being responsible for the ecological
environment in which humans live. Therefore, by connecting green marketing orientation
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 725

and CSR, a company can be a sustainable business and protect the Earth at the same time. This
study establishes the following hypotheses:

H1a: CSR has a positive effect on strategic green marketing orientation.

H1b: CSR has a positive effect on tactical green marketing orientation.
H1c: CSR has a positive effect on internal marketing orientation.

Relationship between stakeholders’ environmental pressures and green marketing

orientation
Buysse and Verbeke (2003) argued that stakeholder pressures can lead organizations to
adopt the most important motivations for environmental adoption. According to institu-
tional theory, stakeholder participation is important for the company to establish institu-
tional legitimacy (Sarkis, Gonzalez-Torre, & Adenso-Diaz, 2010). Therefore, when
environmental pressure from stakeholders exist, the legitimacy of the corporate system
can be corrected and the degree of positive impact on the environment can be adjusted
(Henriques & Sadorsky, 1999). Green management or marketing research has pointed out
that organizations have designed green marketing while taking into account the perspec-
tives of different stakeholders, such as employees, investors, suppliers, government agen-
cies, shareholders, competitors, and the general public, as well as environmental groups,
media, and unions(Coddington, 1992).
These stakeholders are influenced through internal and external factors. In parti-
cular, employees who act as internal stakeholders position the organization as a leader
in active environmental activities (Hanna, Newman, & Johnson, 2000). Monitoring
organizations and governments is the main concern of external stakeholders to make
concessions to organizations or governments through mandatory pressure (Zhu &
Sarkis, 2007). Companies can also face this pressure through a proactive environment.
These pressures allow organizations to take voluntary actions to prevent the spread of
pollution and vandalism (Sarkis et al., 2010). Through these strategic execution
organizations, partnerships with government agencies can be established. Customer
stakeholders also influence the adoption of environmental practices because they
require suppliers to comply with legal requirements and improve their environmental
performance (Lee & Klassen, 2008).
Companies should also understand how factors such as product development, promo-
tional mix, support services, manufacturing and production processes, R&D, materials
procurement and waste disposal activities affect stakeholders’ green marketing strategies
(Petkus & Woodruff, 1992). Previous research has shown that environmental responses to
stakeholders can reach market segments through environmental strategies (Buysse &
Verbeke, 2003; Murillo-Luna, Garcés-Ayerbe, & Rivera-Torres, 2008). Therefore, stake-
holders have a positive impact on the link to this green marketing strategy (Henriques &
Sadorsky, 1999). This study establishes the following hypotheses:

H2a: Stakeholders’ environmental pressure has a positive effect on strategic green

marketing orientation.
H2b: Stakeholders’ environmental pressure has a positive effect on tactical green market-
ing orientation.
726 K. C. CHUNG

H2c: Stakeholders’ environmental pressure has a positive effect on internal marketing

orientation.

Relationship between green marketing orientation and green image

Greenness has been used as a symbol of many brand positioning strategies such as
agricultural certification and claims of being environment-friendly (Parker, Redmond, &
Simpson, 2009). Green concepts are on the rise. Many companies around the world are
adjusting their green marketing strategies. For example, under the regulations, we can
ensure that the interests of enterprises address the needs of green consumers and other
green products (Grant, 2008) or that enterprises amend their business philosophy
(Polonsky & Rosenberger, 2001).
Overall, successful green marketing includes the brand, technology, and corporate
philosophy (Parker et al., 2009). Consumers should primarily be able to use the functional
attributes of green products and gain a functional benefit that allows them to experience
the concept of environmental protection in the use of products. Finally, they should obtain
symbolic benefits when they use the brand (Rios, Marinez, Moreno, & Soriano, 2006).
Changes in a consumer’s consumption patterns are strategic for most executives, and
about 60% of them are developing and selling new green products that incorporate green
concepts into their strategy or strategic marketing. Shrivastava (1995) concluded that
when companies can continue to integrate the green concept into their corporate goals,
they can already gain benefits, such as effective uses of resources, return on investment,
accelerated entry into new markets, increased sales revenue, enhanced corporate image,
product differentiation, and enhanced competitive advantage.
Hotels are now aware that growing environmental issues can lead consumers to change
their buying preferences (Yeon Kim & Chung, 2011). Consumers will not only consider
product attributes but also environmental impacts (Caruana, 2007). Previous research
found that consumers focus on the natural environment, the green image of hotels, and
the green level of hotel practices (Bohdanowicz, 2005; Verma & Chandra, 2016), with the
hotel’s green image being important. Therefore, when a hotel develops a marketing
strategy, it must take its green image into account to enhance its overall image.
Therefore, this study proposes the following hypotheses:

H3a: Strategic green marketing orientation has a positive effect on customers’ green
image.
H3b: Tactical green marketing orientation has a positive effect on customers’ green
image.
H3c: Internal marketing orientation has a positive effect on customers’ green image.

Relationship between green marketing orientation and loyalty

Consumer behavior patterns have been changing rapidly, especially as product manufac-
turing has shifted from being market-oriented to consumer-oriented. Consumer demand
has also received much attention (Norazah & Norbayah, 2015). When consumers seek
hotel services, they are enticed by the image and will connect it with good quality.
Furthermore, consumers will become loyal to the brand’s products or services. The degree
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 727

of integration, the characteristics of the message, and the mode of communication will
affect the hotel’s implementation of green marketing.
Green marketing orientation is regarded as a requirement for sustainable development of
green strategies, focusing on the ecological environment protection of the Earth and promot-
ing the coordinated development of the economy and the ecological environment, to coordi-
nate corporate, consumer, social, and ecological interests (Fuentes, 2015; Prothero, 1998).
Green marketing orientation is a green marketing demand management that aims to meet the
common interests of consumers and operators and protect the environment.
Papadas, Avlonitis, and Carrigan (2017) believed that the development of a green
marketing orientation plan should meet market development strategy requirements to
achieve sustainable business. To this end, companies must develop green planning strategies
prior to production operations. Therefore, this study proposes the following hypotheses:

H4a: Strategic marketing orientation has a positive effect on loyalty.

H4b: Tactical green marketing orientation has a positive effect on loyalty.
H4c: Internal marketing orientation has a positive effect on loyalty.

Relationship between green image and loyalty

Proactive environmental strategies (PES) offer a competitive advantage for hotels. Companies
that implement PES may be more innovative, technologically complex, enterprise-oriented,
and socially aware than those that do not implement PES (Menguc et al., 2010). Leonidou,
Katsikeas, and Morgan (2013) demonstrated that improving environmental efficiency can
reduce costs and improve corporate image, thereby increasing customer loyalty. Green
marketing strategies can help companies reduce costs in the long run to establish product
market segments (Leonidou et al., 2013). Menguc et al. (2010) argued that companies can
outperform their competitors and enjoy a competitive position with a first-mover advantage
as hotels can show customers a strong signal of their commitment to the natural environ-
ment. Leonidou et al. (2013) pointed out that customers may be willing to pay higher prices
for environmentally friendly products and services. Therefore, this study proposes the
following hypothesis:

H5: Green image has a positive effect on loyalty.

Methodology
Participants and sampling design
This research survey is divided into three phases. In the first phase, the measurement scale
is determined through the collected literature. In this step, the researchers requested
a professional translator to translate the survey from English to Chinese and asked another
professional translator to translate the translated Chinese survey back to English to
guarantee that content of the survey won’t get lost in translation. Next, we chose hotels
that has obtained the green standard hotel of the Environment Protection Administration
of Taiwan. The researcher selected 3 hotel managers and two scholars with practical
experience in the hotel to conduct semi-structured interviews. In this step, the researchers
728 K. C. CHUNG

remove unsuitable questions and improve the recognition and clarity of the degree of
semantic. Then, the green store consumers were randomly selected to conduct a pretest
survey to a random group of sample to assess the applicability of the measurement tools
(Castellanos-Verdugo, Vega-Vazquez, Oviedo-Garcia, & Orgaz-Aguera, 2015). A total of
30 questionnaires were issued for this pretest. The pretest results were analyzed to
understand the reliability and validity of the questionnaire. The results showed that the
pretest questionnaire AVE ranged from 0.86 to 0.98 and Cronbach’s alpha ranged from
0.85 to 0.92, indicating that there were no serious problems on the questionnaire design.
Finally, the questions that are not clear or are not easily understood by the consumers are
revised and adjusted.
This study was based on the development of a green standard hotel by the Environmental
Protection Agency of Taiwan. This study used “My survey online platform” to distribute the
questionnaire and the green hotel consumers were asked to answer the questionnaire.
This study conducted “My survey” online from April to October, 2018. As shown in
Table 1, male respondents outnumbered female ones. In terms of age, the age of the
majority of the respondents ranges from 21 to 30 years (79.2%), followed by under
20 years (13.8%). As for educational degree, the bachelor degree (66.9%), followed by
master’s degree holders (26.0%).

Measures
The variables used in this study are green image, green marketing orientation, customer
loyalty, stakeholders’ environmental pressures, and CSR. This study used the Likert scale
anchored between 1 (“strongly disagree”) and 7 (“strongly agree.”). The definition of
concern of customer loyalty refers to the degree of affinity a customer has for a product
or service of a certain company, forming a preference and repeatedly purchasing the
product or service of the company and measurement items are adapted from Han and Lee
(2018). Stakeholders’ environmental pressures is defined as stakeholders (employees,
suppliers, vendors, etc.) allow companies to comply with the legal norms of mandatory
pressure and measurement items are adapted from Papadas, Avlonitis, Carrigan, and Piha
(2018).Green marketing orientation is defined as to meet consumers’ green consumption
habits, the company takes green environmental protection as the value orientation of its
products and use green culture as its production concept to meet consumers’ demand for
green products and measurement items are adapted from Papadas et al. (2017). Green

Table 1. Respondents demographic.

Demographic Item Categories Frequency Percentage
Gender Male 469 56.1%
Fenale 367 43.9%
Age Less than 20 years 115 13.8%
21-30 years 662 79.2%
31-40 years 54 6.5%
41-50 years 4 0.5%
51 years and above 1 0.1%
Education Background High School 34 4.1%
Bachelor Degree 559 66.9%
Master Degree 217 26.0%
Ph.D./DEA Degree 26 3.1%
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 729

Strategic green H3a

marketing orientation Green image
H1a
Corporate social H2a H4a
responsibility H1b
H3b
Tactical green
H1c marketing orientation H4b
H2b
Stakeholders H3c
H2c Internal green
Loyalty
marketing
orientation H4c

Green marketing orientation

Figure 1. Proposed model.

image is defined as the overall collection of green product attributes based on a series of
customer-to-brand links and perception to enhance customer purchase intentions and
measurement items are adapted from Wang, Wang, Xue, Wang, and Dan Li (2018).
CSR is defined as it is a moral or ideological concept that focuses on whether govern-
ments, corporations, institutions, and individuals have a responsibility to contribute to
society and measurement items are adapted from Papadas et al. (2018).

Partial least squares

The main reason for choosing partial least squares (PLS) is to enable researchers to assess
causal relationships between indicators/topics and to validate potential variable causal
relationships (Gudergan, Ringle, Wende, & Will, 2008). The PLS statistical method can
explain the current complex relationship based on the overall model (Valaei, Rezaei, &
Ismail, 2017). PLS can assess the overall fitness of the model through structural models
and measure the discriminant validity using the heterotrait-monotrait ratio of correlations
(HTMT) (Henseler, Ringle, & Sarstedt, 2015) and Dijkstra–Henseler’s rho (ρA) to mea-
sure the fit of the model. Figure1. show the proposed model.

Analysis and results

Common method variance
This study eliminated common method variance (CMV) problems through pretest and
formal questionnaires. Through the pretest questionnaire, the study used anonymous
questionnaires and used stratified random sampling to extract samples in proportion to
reduce the subjects’ doubts about the questionnaire (Podsakoff, MacKenzie, Lee, &
Podsakoff, 2003). This study used Harman’s one-factor test and Podsakoff and Organ
(1986) to propose EFA for verification. Table 2 shows that seven factors are combined in
the factor analysis. The highest factor analysis result was 26.72%, which was much lower
than the standard 50%. Therefore, no CMV problem can be seen. In addition, following
Bagozzi’s method, the highest correlation between constructs is 0.472 (see Table 4), which
should be below 0.9 (Bagozzi, Yi, & Phillips, 1991). Therefore, no common method bias
and CMV are found in the collected data.
730 K. C. CHUNG

Table 2. Initial eigenvalues.

Component Eigenvalues Variance (%) Cumulative Variance (%)
1 8.551 26.72 26.720
2 2.625 8.204 34.924
3 2.398 7.492 42.416
4 1.884 5.886 48.303
5 1.693 5.289 53.592
6 1.510 4.718 58.310
7 1.311 4.097 62.406

Measurement model
As shown in Table 3, all the composite reliability (CR) and average variance extracted (AVE) to
measure the convergent validity of the problem is estimated by maximum likelihood estimation.
Table 3 shows that the CR values are all greater than 0.7, thereby verifying that the measurement
factors for each structure have internal consistency (Hulland, 1999). All AVE values except CSR
(0.426) are greater than 0.5. Nunnally (1978) considered factor loadings greater than 0.4 and CR
value greater than 0.6 as reliable. Therefore, each dimension has convergence validity. Table 4
illustrates that if all correlations between any two dimensions are greater than the square root of
AVE in each dimension, then discriminant validity exists (Fornell & Bookstein, 1982). Cronbach’s

Table 3. Construct validity.

Item Cronbach
Constructs First order constructs Item Loding ρA AVE CR Alpha
Green marketing Internal green marketing IG1 0.799 0.8260.623 0.868 0.802
orientation(GM) orientation (IG) IG2 0.709
IG3 0.820
IG4 0.824
Strategic green marketing SG1 0.813 0.8520.682 0.895 0.844
orientation (SG) SG2 0.811
SG3 0.890
SG4 0.786
Tactical green marketing TG1 0.734 0.8360.662 0.886 0.828
orientation (TG) TG2 0.875
TG3 0.875
TG4 0.760
Corporate Social CSR1 0.686 0.8380.496 0.873 0.830
Responsibility (CSR) CSR2 0.738
CSR3 0.770
CSR4 0.642
CSR5 0.745
CSR6 0.686
CSR7 0.654
Stakeholder(SH) SH1 0.774 0.8680.587 0.895 0.860
SH2 0.826
SH3 0.760
SH4 0.760
SH5 0.708
SH6 0.764
loyalty (LOY) LOY1 0.888 0.8060.691 0.869 0.771
LOY2 0.903
LOY3 0.686
Green image (IM) IM1 0.753 0.8200.634 0.874 0.809
IM2 0.804
IM3 0.802
IM4 0.824
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 731

Table 4. Fornell-Larcker Criterion.

CSR IG IM Loyal SG SH
CSR 0.704
IG 0.401 0.790
IM 0.472 0.395 0.796
Loyal 0.367 0.415 0.436 0.831
SG 0.385 0.302 0.418 0.290 0.826
SH 0.375 0.400 0.396 0.399 0.281 0.766
TG 0.240 0.08 0.241 0.202 0.275 0.236 0.814
CSR: Corporate Social Responsibility; IG: Internal green marketing orientation
SG: Strategic green marketing orientation; TG: Tactical green marketing orientation;
SH: Stakeholder; LOY: loyalty; IM: Green image

α values are larger than 0.7 (Nunnally, 1978), showing that internal consistency exists between
each dimension. The ρA value is greater than 0.7 (Henseler, Hubona, & Ray, 2016). A comparison
of the loadings across the columns in Table 5 shows that the indicators are higher in their own
loadings than their cross-loadings with other constructs. Table 6 shows the threshold for HTMT is
below 0.90 (Gold & Arvind Malhotra, 2001; Teo, Srivastava, & Jiang, 2008). According to the
above indicators, this study has construct validity and reliability.

Table 5. Cross Loadings.

CSR IG Image Loyal SG SH TG
CSR1 0.680 0.304 0.348 0.301 0.203 0.363 0.180
CSR2 0.743 0.253 0.306 0.272 0.307 0.288 0.202
CSR3 0.768 0.379 0.413 0.378 0.286 0.339 0.177
CSR4 0.629 0.311 0.321 0.212 0.144 0.213 0.089
CSR5 0.751 0.269 0.356 0.206 0.372 0.215 0.173
CSR6 0.699 0.195 0.269 0.199 0.340 0.219 0.229
CSR7 0.646 0.269 0.309 0.225 0.192 0.203 0.109
IG1 0.319 0.799 0.314 0.364 0.276 0.322 0.075
IG2 0.246 0.709 0.229 0.200 0.175 0.231 0.022
IG3 0.274 0.820 0.299 0.283 0.220 0.302 0.096
IG4 0.394 0.824 0.374 0.412 0.263 0.379 0.053
IM1 0.283 0.261 0.755 0.323 0.244 0.304 0.129
IM2 0.375 0.307 0.805 0.346 0.351 0.289 0.220
IM3 0.374 0.352 0.801 0.313 0.270 0.302 0.190
IM4 0.449 0.331 0.822 0.395 0.435 0.361 0.215
LOY1 0.342 0.376 0.412 0.889 0.253 0.349 0.177
LOY2 0.344 0.383 0.379 0.900 0.269 0.383 0.153
LOY3 0.211 0.263 0.282 0.689 0.196 0.250 0.182
SG1 0.302 0.226 0.293 0.252 0.813 0.220 0.216
SG2 0.264 0.240 0.310 0.244 0.811 0.248 0.222
SG3 0.362 0.263 0.397 0.271 0.890 0.254 0.255
SG4 0.335 0.266 0.371 0.190 0.786 0.206 0.212
SH1 0.341 0.369 0.363 0.362 0.226 0.772 0.208
SH2 0.310 0.358 0.353 0.343 0.246 0.826 0.175
SH3 0.270 0.264 0.267 0.295 0.217 0.759 0.187
SH4 0.296 0.302 0.318 0.283 0.195 0.762 0.173
SH5 0.179 0.188 0.198 0.239 0.201 0.706 0.148
SH6 0.297 0.318 0.286 0.288 0.203 0.768 0.188
TG1 0.178 0.058 0.140 0.142 0.206 0.159 0.734
TG2 0.181 0.088 0.203 0.166 0.227 0.229 0.875
TG3 0.184 0.047 0.183 0.159 0.234 0.205 0.875
TG4 0.231 0.064 0.241 0.184 0.224 0.171 0.760
732 K. C. CHUNG

Table 6. Heterotrait-Monotrait Ratio (HTMT).

CSR IG Image Loyal SG SH
IG 0.480
Image 0.567 0.475
Loyal 0.448 0.501 0.543
SG 0.445 0.358 0.490 0.358
SH 0.433 0.458 0.463 0.479 0.329
TG 0.282 0.095 0.284 0.256 0.328 0.277

Structural model
The overall model fits (SRMR = 0.074; NFI = 0.812; RMS_theta = 0.113). Table 7 shows
the verification results for each dimension’s hypothesis. Figure 2 illustrates the path
analysis diagram. Table 7 shows that each hypothesis has a significant effect except for
H4a. The results are reported in Figure 2. The path analysis results in the two samples
provided strong support for all the hypotheses.

Table 7. Results of proposed model.

Path Sample Mean Standard Deviation
coefficient (M) (STDEV) T-value Decision Model Fit
CSR -> IG 0.291 0.292 0.034 8.675 Supported SRMR = 0.074
CSR -> SG 0.325 0.326 0.035 9.270 Supported NFI = 0.812
CSR -> TG 0.176 0.178 0.038 4.655 Supported RMS_theta = 0.113
IG -> Image 0.296 0.297 0.030 9.774 Supported
IG -> Loyal 0.279 0.280 0.031 9.072 Supported
Image -> Loyal 0.275 0.275 0.035 7.931 Supported
SG -> Image 0.291 0.289 0.035 8.429 Supported
SG -> Loyal 0.065 0.064 0.035 1.865 Reject
SH -> IG 0.291 0.291 0.034 8.638 Supported
SH -> SG 0.159 0.161 0.031 5.051 Supported
SH -> TG 0.170 0.172 0.037 4.538 Supported
TG -> Image 0.137 0.138 0.032 4.309 Supported
TG -> Loyal 0.096 0.097 0.031 3.071 Supported

Strategic green 0.291***

marketing orientation Green image
0.325***
Corporate social 0.065
0.219***
responsibility 0.176***
0.317***
Tactical green
H1a
marketing orientation 0.096***
0.159***
0.170***

Stakeholders 0.296**
0.137*** Internal green *
0.279*** Loyalty
marketing
orientation

Green marketing orientation

Figure 2. Hypothesized model.

 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 733

Mediation effect
This study measures the mediating effects based on the results of the structural model. Five
mediation effects are seen in this structure: (1) CSR has a mediating effect on the relation-
ship between green marketing orientation and green images. (2) CSR has a mediating effect
on the relationship between green marketing orientation and guest loyalty. (3) Stakeholder
pressure has a mediating effect on the relationship between green marketing orientation and
green images. (4) Stakeholder pressure has a mediating effect on the relationship between
green marketing orientation and guest loyalty. (5) Green image has a mediating effect on the
relationship between green marketing orientation and guest loyalty. Table 8 shows that the
Sobel test values are all greater than 1.96 (Sobel, 1982), confirming that all five mediation
effects exist. Table 9 shows that the five mediation effects have partial mediation effects.

Contribution and contribution

Key findings and contributions
Under the concept of sustainable development, we can establish a core position in today’s
highly competitive market. This study has three main contributions: First, through rigorous
research methods, we prove that green marketing orientation can link customer image and
customer loyalty. Second, on the basis of past related research, this study can provide a green
marketing framework implemented by the industry and can be extended to green marketing-
oriented concepts. Lastly, from the perspective of CSR and stakeholders, this study can
strengthen corporate green image and customer loyalty through green marketing. The results
of this study are as follows:
The main objectives of this study are (a) to develop new customers through green
marketing and (b) to validate green marketing from a corporate and stakeholder perspec-
tive. The biggest contribution of this research is that it makes up for the lack of literature
on green marketing and makes further assumptions and verification through different
perspectives. Overall, the conclusions of this study are summarized as follows:
The first part of this study extends past research on the drives for green marketing. The
results of this study are not only the key to green management in corporate development, but
also the unilateral responsibility of the company (Menon & Menon, 1997). This study also
confirms the positive impact of stakeholder pressure on green marketing. Appropriate
pressure in the company can prompt the rapid development of its green marketing efforts.
This study also finds support when stakeholders develop long-term green marketing practices.

Table 8. Sobel test and bootstrapping confidence interval of mediator effects.

Bootstrapping 95% Confidence Intervals
Percentile CI Biased method CI
IV M DV Soble Test Lower Upper Lower Upper
CSR GM IMG 8.891*** 0.146 0.223 0.147 0.223
CSR GM LOY 7.636*** 0.136 0.224 0.137 0.227
SH GM IMG 8.530*** 0.144 0.226 0.145 0.225
SH GM LOY 7.887*** 0.161 0.267 0.162 0.268
GM IM LOY 7.436*** 0.192 0.324 0.193 0.328
***p < 0.001
734 K. C. CHUNG

Table 9. Stepwise regression for mediator effects.

IV+M ! DV
IV ! DV IV ! M IV M
IV M DV β S.E. β S.E. β S.E. β S.E.
CSR GM IMG 0.428*** 0.036 0.314*** 0.023 0.245*** 0.036 0.580*** 0.0493
CSR GM LOY 0.527*** 0.431 0.3141*** 0.231 0.348*** 0.045 0.569*** 0.616
SH GM IMG 0.529*** 0.353 0.3629*** 0.232 0.346*** 0.038 0.506*** 0.496
SH GM LOY 0.508*** 0.045 0.363*** 0.023 0.296*** 0.296 0.589*** 0.0641
GM IM LOY 0.771*** 0.722 0.354*** 0.046 0.515*** 0.063 0.3535*** 0.0418
IV: Independent Variable; M: Mediator Variable; DV: Dependent Variable; ***p < 0.001

The second part compares the three aspects, namely, CSR, stakeholders, and customers,
through green marketing orientation to provide relevant future literature to fill the research
gap. Green marketing orientation was previously analyzed by mathematicians from a single
point of view. This study develops integrated green marketing orientation through Papadas
et al. (2017) and into the perspective of a more complete development. In the past, because
of different industries and differences in research methods, related research can be con-
ducted through a single point of view only. This study used a comprehensive perspective to
enhance the competitive advantage of the companies and understand customer psychology
for the development of green marketing.
The third part confirms the mediating role of green marketing orientation on relation-
ships. This study proves that green marketing orientation plays two different roles in the
development of companies. Aside from affecting the company itself, it also affects the
stakeholders and directly affects the customers’ view and loyalty to the company. This
study further confirms that to implement green strategies, the environment needs to be
protected through the protection of the company, the stakeholders, and its customers. On
the basis of green marketing theory, this study emphasizes that companies must aim for
sustainable green strategies for customers to purchase or consume products for a long
time.

Managerial implications
This study will have different impacts on green hoteliers.
First, green marketing orientation reflects the long-term commitment and value of the
customer to the company. This study can help companies and customers understand each
other through green marketing and serve as a strategic business tool. For example,
through green marketing, customers can understand the green value of a business and
green-enthusiast customers can achieve a certain understanding with the business. It
requires the company to achieve the maximum benefits of corporate profit, customer
benefits, and environmental benefits from stakeholder pressure. Green marketing is
a social process that can identify, anticipate, and meet the needs of consumers, and the
management process can bring profits and sustainable management to meet consumer
demands for environmental protection and bring benefits through green marketing. These
green strategies can help companies become a green driver and differentiate themselves
from their competitors, thereby not only benefiting the company but also changing its
corporate image.
 JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 735

Second, this study shows that CSR is the antecedent variable of green marketing. Green
marketing enhances corporate image and achieves loyalty. In practice, green strategies
must be implemented in the company; it is not just a slogan for CSR. The internal
marketing strategy of the company can change under pressure from stakeholders.
However, stakeholders come from different places, and each person has a different
perspective. Therefore, achieving green strategies through internal integration is necessary.
Third, this study provides an executable framework for managers through past experi-
ences, from understanding the direction of the company’s strategy to the execution of the
strategy, ultimately achieving customer loyalty. This study found that strategic green
marketing is one of the goals of the company. Through these goals, market segments
can be achieved to make the hotel competitive. This study can help companies make
changes to the environment by directly influencing their managers. By pursuing green
marketing, a company can strike a balance with corporate goals, focus on ecological
environmental protection, and promote economic and ecological balance development.
This study demonstrates that green marketing orientation can satisfy the integration of
society, companies, consumers, and the environment to achieve a green marketing model
for environmental protection.
This study believes that companies also give importance to corporate strategies and
goals while pursuing environmentally driven competitive value, corporate strategy, and
goals. Therefore, environmental protection strategies must first be implemented within the
company, such as internal staff training, so that the corporate goal can conform to the
company’s social values, which will then allow green-enthusiast customers to help drive
the companies toward an environmentally conscious direction.

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