Organizational green culture and green employee behavior: Differences between green and non-green hotels

The purpose of this study is to investigate the mediating role of green human resource management (GHRM) and environmental consciousness (EC) between organizational green culture (OGC) and green employee behavior (GEB). The study also aims to examine within the boundaries of this relationship mechanism whether the situation is different in green hotels and non-green hotels. The present research uses the explanatory sequential mixed-methods design. Quantitative research shows that OGC has an impact on GHRM practices and EC but has no impact on GEB. In the present study, the study of Kim et al. (2019) was utilized to measure GHRM, the study of Wang (2019) to measure OGC, the studies of Robertson and Barling (2013), Safari et al. (2018) and Wells, Taheri, Gregory-Smith & Manika (2016) to measure GEB and the study of Huang et al. (2014) to measure EC. Data from 307 employees working at five-star hotels in Antalya were analyzed using PLS-SEM. 14 managers were interviewed for the qualitative data and the data were divided under relevant themes. Qualitative research offers several important findings. First, GHRM practices are not implemented effectively in the hotels, and GHRM practices are considered as a cost-increasing element. Second, the process of obtaining a green star is considered as a test and formality for green-star hotels, so green-star practices remain on paper. Third, the green star is used as a marketing tool rather than being an incentive promoting environmental practices. As a result, the present study puts forth a final theoretical model based on quantitative and qualitative findings.