Introduction and Research Background
CSR has been extensively studied in recent decades. Due to firms’ global reach, environmental challenges, and public awareness, CSR is becoming more critical than ever (Sahelices-Pinto et al., 2020)—however, many disciplines explore gaps in the CSR paradigm. The effects of corporate social responsibility (CSR) on hotels, family businesses, and franchisor-franchisee relationships need additional study (Jell-Ojobor et al., 2019). Previous research has shown that franchisors’ and franchisees’ CSR actions differ. More specifically, franchisors’ CSR declarations do not always match franchisee activities. Franchising may create an environment prone to brand anomalies, which could lead to the brand losing its CSR association (Pearse, 2012). Pearse (2012) claims that non-franchisor customers are vulnerable to greenwashing. MI generates the most hotel income worldwide, almost $22 billion. Lock, Hotel Industry Facts & Statistics (2019). Their franchise model is limited despite its success. Due to the franchising structure, almost 44% of MI’s hotels are franchised. Thus, convincing or “encouraging” any of these firms to follow MI’s CSR program is tough (Marriott International, 2017). MI appears to have found a creative solution to this problem. MI’s CSR statements only contain indicative franchisee compliance rates with specific CSR programs. Given the lack of numerical statistics and franchisee figures, the statements are irrelevant, and consumers are confused about corporate social responsibility (CSR) because the MI website allows access to non-franchisor hotels without designating them as such.
Despite cutting emissions at its managed properties while expanding them by 10%, Pearse (2012) says the Marriott brand as a whole is still greenwashed. Corporate social responsibility (CSR) and environmental sustainability are becoming more critical in business, especially in hospitality. In a business environment that values profit maximization and positive social and environmental impacts equally, initiatives like Marriott International’s UK initiative are essential for reducing companies’ environmental footprints (Serra-Cantallops et al., 2018, p.18). Marriott International, known to be one of the world’s major hotel chains, has launched several CSR projects to reduce energy use, trash production, and carbon emissions. This topic was chosen because of its relevance to the hospitality industry’s environmental issues and its potential wisdom and optimal approaches for other businesses seeking to improve their sustainability efforts (Serra-Cantallops et al., 2018, p. 23). As an engaged international citizen, I am passionate about ecological sustainability and curious about corporate initiatives like Marriott International, which may inspire industry-wide sustainability efforts.
Preliminary Literature Review
Font et al. (2012) explore the “disclosure-performance gap” in CSR. It highlights the discrepancy between firms’ CSR pledges and their actual implementation. It also emphasizes the importance of publicly disclosing corporate social responsibility (CSR) efforts and ensuring their success and environmental impact. As stakeholders expect companies to disclose their corporate social responsibility (CSR) activities transparently, assessing corporate disclosure mechanisms and identifying discrepancies between stated and implemented CSR objectives is crucial (Font et al., 2012, p. 1544). This study benchmarks the corporate social responsibility policies and practices of ten major worldwide hotel chains that serve the European leisure market. Corporate systems may not accurately represent operational activities; environmental performance is focused on cost savings, labor policies are designed to comply with local regulations, socio-economic policies are inwardly focused with little regard for destination effects, and customer engagement is limited (Font et al., 2012, p. 1544). Smaller hotel companies, therefore, focus only on environmental management and meeting their promises, while larger chains have more comprehensive policies but more significant implementation gaps.
Sanvitale (2020) examines Marriott International and Odyssey Hotel Group’s UK CSR strategies. The study investigates these companies’ waste reduction, energy efficiency, and community involvement efforts to promote environmental sustainability. Sanvitale’s analysis shows that Marriott International’s CSR approach prioritizes stakeholder involvement. The company actively involves tourists, staff, and local communities in sustainability efforts, fostering a sense of shared responsibility (Sanvitale, 2020). This interactive approach boosts initiative efficacy and stakeholder trust. The analysis also underlines Marriott International’s CSR accountability and openness. The company monitors and reports its environmental performance and sets clear goals to reduce greenhouse gas emissions and energy use. Marriott International, therefore, promotes sustainability and continuous improvement by disclosing its progress.
An article by Bohdanowicz and Zientara (2016) examined how top hotel operators’ CSR programs promote environmental sustainability. The authors analyze European hospitality CSR-inspired environmental efforts using Marriott International UK as a case study. IHG is the largest hotel chain by units. Rezidor Hotel Group, owners of Radisson Blu, launched the ‘Responsible Business’ program in 2001 to fulfill the growing expectations of visitors, corporate clients, employees, and owners. A network of environmental coordinators helps hotels participate in various activities, and team members receive constant facility performance assessments. The report highlights the growing importance of corporate social responsibility (CSR) in the hospitality industry, which promotes sustainable business practices and boosts hotel chains’ reputations. CSR initiatives can improve the environment by encouraging hotels to conserve energy and water, reduce waste, and manage their carbon footprint, according to Bohdanowicz and Zientara (2016). Marriott International UK uses sustainable procurement, waste recycling, and energy-efficient technologies where environmental benefits, visitor satisfaction, and financial savings arise from these efforts (Bohdanowicz et al., 2016, p. 100). Marriott International UK, therefore, shows how corporate social responsibility (CSR) may achieve environmental sustainability goals and boost commercial performance.
Creating a sustainable, equitable economy requires immediate action. According to the UN Sustainable Development Goals for 2015–30, systemic issues continue to afflict the global economy, requiring significant changes (Ertuna & Yu, 2022, p. 104520). Multinational businesses (MNCs) are institutionalizing their CSR initiatives to meet UN sustainable development goals worldwide. MNCs are essential carriers of global corporate social responsibility (CSR) norms and practices. However, the question of whether and how businesses, including MNCs, can collaborate to address systemic global challenges remains unanswered. The Ertuna, Gu, and Yu (2022) article criticizes their exploitative behaviors in weaker institutional environments. It describes how international hospitality firms’ CSR practices can support environmental sustainability goals. The authors underline the interdependence of CSR initiatives inside a company’s strategy like pearls on a thread. This metaphor stresses that every corporate social responsibility (CSR) effort, no matter how small, helps the firm achieve its sustainability goals (Ertuna & Yu, 2022, p. 104520). The report stresses that hotel firms should integrate CSR into their core operations rather than seeing them as separate projects. This technique allows Marriott International to create a consistent and influential sustainability strategy that addresses water management, waste minimization, and energy conservation. In addition, the article emphasizes the importance of harmonizing global CSR initiatives across business zones (Ertuna & Yu, 2022, p. 104520). This ensures sustainable consistency and allows corporate social responsibility efforts to be tailored to local needs.
The Resource-Based View (RBV) is a framework that focuses on the organization’s capabilities and owned resources. It can be used to analyze how internal factors become resources that give the organization a competitive advantage and greater strategic capacity. As the industrial sector grows, organizations must have competitive, solid skills. Companies must innovate to stay ahead in a competitive market (Lubis, N.W., 2022, p. 587). The Resource-Based View (RBV) evaluates an organization’s strategic advantage using its internal resources, expertise, capabilities, and intangible assets. The Resource-Based View (RBV) technique highlights an organization’s unique talents and resources that add value to the business. The resource-based view (RBV) can improve organizations’ strategic capabilities, especially in environmental sustainability and corporate social responsibility (CSR) initiatives, according to Lubis (2022). Marriott International in the UK can use its resources for social and environmental good through CSR. It has implemented many CSR initiatives to promote environmental sustainability. Waste reduction, water efficiency, energy conservation, and sustainable practices across their operations are the goals (Lubis, N.W., 2022, p. 591). Marriott International UK improves its stakeholder relations and environmental impact by investing in these projects. It also shows how Marriott International UK might benefit from incorporating these activities into its strategic methodology using the RBV framework (Lubis, N.W., 2022, pp. 594). Organizations that prioritize CSR and use the RBV framework are more likely to achieve long-term sustainability goals and stay competitive. By committing resources to environmental goals, organizations can create a more sustainable future and boost their reputation and differentiation.
Over the past three decades, more academics and professionals have been testing models and concepts to understand modern business difficulties. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a novel framework for understanding and resolving three interrelated business challenges: connecting ethics and capitalism, understanding value creation and exchange, and helping managers formulate management strategies that effectively address the two challenges. Milton Friedman, one of the SHT’s founders, stated: “The responsibility of business is to maximize profits, earn a satisfactory return on invested capital, and behave as a good corporate citizen by abiding by the law to the letter.” Accordingly, the SHT holds managers solely responsible for achieving economic goals (Parmar et al., 2010, p. 404). Therefore, the SHT defines CSR as satisfying shareholder interests. The SHT is often seen as promoting unrestricted financial gain. The SHT proposes several prerequisites, the most important of which is operating legally. The SHT says society benefits when shareholders and the law are upheld. Neoclassical economic theory underpins the SHT, as “profit maximization,” “free markets,” and “economic efficiency” are its underpinnings (Castelo, 2013). Marriott International UK has implemented many CSR initiatives to reduce its environmental impact. For instance, the hotel chain uses renewable energy and energy-saving technologies (Parmar et al., 2010, p. 431). To promote a circular economy and reduce waste, waste reduction and recycling programs have been created. Marriott International UK has also promoted sustainable practices and raised environmental awareness among a variety of stakeholders (Parmar et al., 2010, p. 440). This includes customers, workers, and communities. Marriott International UK has built strong stakeholder relationships and strengthened its reputation for social responsibility by including stakeholders in its CSR efforts.
An article by Peters (2022) explains the Institutional Theory (INT). Mellahi et al. (2016) suggested institutional theory (INT) as an alternative to the ST, but CSR motivations differ. According to the INT, firms must follow their corporate culture. The assumption is that a corporation cannot survive without social support (Frynas & Yamahaki, 2016, p. 259). The normative status quo influences business conduct more than influential “external actors” (Frynas & Yamahaki, 2016, p. 260), according to the INT. INT takes a Nietzschian approach to corporate meaning, arguing that norms determine significance (Bornedal, 2019). INT literature uses “institutional isomorphism” often. Frynas and Yamahaki (2016) define institutional isomorphism as “the notion that firm strategies and practices will converge to one another within a specified institutional environment due to the fact that comparable firms are subject to comparable institutional pressures.” Thus, regional standards and institutional pressures drive CSR programs. Peters (2022) compares institutional theory’s explanation of corporate social responsibility and organizational involvement. Marriott International UK can improve its reputation by following social norms. Thus, such acts may give organizations competitive advantages, including brand recognition, client loyalty, and capital availability (Peters, 2022, p. 323). Marriott International UK may attract environmentally aware customers by being proactive about sustainability. Institutional theory emphasizes legitimacy and norms within institutions (Peters, 2022, p. 334). Institutional theory provides a valuable framework for understanding how corporate social responsibility programs affect environmental sustainability. Marriott International UK can improve its reputation and contribute to environmental conservation by following social norms (Peters, 2022, p. 334). This shows how institutional pressures, environmental sustainability goals, and organizational behavior are linked.
Research questions, aims, and objectives.
Research Questions:
- How do corporate social responsibility programs affect environmental sustainability in the hospitality industry?
- How does Marriott International UK handle CSR and sustainability in its franchising model?
- What challenges and opportunities do CSR initiatives for environmental sustainability bring for Marriott International UK?
Aims and Objectives:
- To examine how corporate social responsibility programs affect environmental sustainability, using Marriott International UK as a case study.
- To evaluate Marriott International UK’s environmental sustainability CSR efforts.
- To determine the UK’s environmental sustainability CSR challenges and opportunities.
- To advise Marriott and other companies to improve their sustainability efforts.
4.0 Research Design
4.1 Research philosophy
Positivism and interpretivism can be used to study how corporate social responsibility affects environmental sustainability. Positivism emphasizes objective data quantification and measurement to determine causal links (Park et al., 2020, p. 690). It is consistent with the hypothetico-deductive paradigm of science, which operationalizes variables and measures and uses experimentation to support a priori hypotheses to advance scientific research. Positivist research uses quantitative tools to find causal or explanatory links. Empiricists prefer empirical findings from large samples. Park et al. (2020, p. 690) outline positivist research validity requirements. For example, a case study in health professions education shows how positivist ideas can be used to design and conduct research. Therefore, this methodology is helpful for measuring the concrete effects of corporate social responsibility (CSR) on environmental sustainability metrics like carbon emissions, energy usage, and pollution mitigation.
In contrast, interpretivism is another approach that emphasizes understanding stakeholders, customers, employees, and customers’ subjective perspectives and experiences (Potrac et al., 2014, p. 32). This strategy could help determine key stakeholders’ motives, attitudes, and perceptions of CSR programs’ environmental sustainability effects. This method will allow Marriott International UK and other sustainability-focused organizations to analyze qualitative and quantitative data more thoroughly and draw more conclusive findings.
4.2 Approach to theory development
The research will use a deductive approach to derive hypotheses using relevant literature on environmental sustainability, corporate social responsibility, and hospitality duties. Quantitative analysis is used in the qualitative approach to extract knowledge from data and information from knowledge (Pandey & Singh, 2016). This is useful when quantitative surveys are restricted (Pandey, 2019, p. 145). This study examines relevant theoretical frameworks like the Resource View (RBV), Stakeholder Theory (SHT), and Institutional Theory (INT) to determine how corporate social responsibility (CSR) initiatives affect environmental sustainability in the hospitality sector, with a focus on Marriott International UK.
4.3 Methodology
For the methodology, the positivist approach uses quantitative data to determine causal correlations between corporate social responsibility (CSR) programs and environmental sustainability measures, including carbon emissions, energy usage, and pollution mitigation. This requires examining Marriott International UK’s consumer feedback, sustainability data, and franchise agreements to evaluate its corporate social responsibility efforts. In contrast, the interpretive approach will focus on stakeholders’ views, attitudes, and perceptions of corporate social responsibility (CSR) activities and ecological sustainability. Interviews will be performed to understand Marriott International UK workers, franchisees, customers, and community members’ sustainability activities. Using these research philosophies, the study will examine Marriott International UK’s CSR efforts and their environmental impact.
4.4 Data collection methods
This study will use qualitative and quantitative methods to examine how corporate social responsibility programs affect environmental sustainability in the hospitality industry, using Marriott International UK as a case study.
Quantitative data methods include:
Surveys: A heterogeneous sample of Marriott International UK customers, staff, and other stakeholders will receive standardized questionnaires. These quantitative surveys will assess participants’ views on the company’s CSR initiatives and environmental sustainability. For example, a 172-person sample was chosen. They are using voluntary response sampling (Neupane & Khanal, 2022, p. 57). SPSS was used to analyze primary data using standard deviation, mean, correlation, regression, and graphing. The study found that off-the-job and on-the-job training improve employee performance, while online training does not. Research indicates that on-the-job training significantly impacts employee performance (β = 0.846, p = 0.000). Similarly, off-the-job training significantly impacts employee performance (β = 0.572, p = 0.26). However, there is no significant correlation between online training and employee performance (β = 0.301, p = 0.276, both > 0.05). Each employee performance variable’s mean score exceeds 3 out of 5. The average employee performance score is 4.03, 80.6%. At Marriott International hotels, self-rating employee performance is highly effective (Neupane & Khanal, 2022, p. 57). The respondents may also be asked to rate their understanding, satisfaction, and endorsement of Marriott’s corporate social responsibility activities, which will provide good statistics on their efficacy.
Data Analysis: Marriott International UK sustainability parameters such as waste management, energy usage, and carbon emissions will be analyzed quantitatively (Buhalis & Sinarta, 2019, p. 563). These quantitative data sets allow the study to assess Marriott’s CSR efforts’ environmental impact objectively and evaluate the company’s sustainability efforts and their influence on the hospitality industry’s environmental sustainability.
Qualitative data methods include:
Interviews: Marriott International UK employees, franchisees, community members, and other key stakeholders will be interviewed. Sustainability programs will be the focus of these interviews to gather qualitative data on participants’ experiences, perspectives, and engagement. Through face-to-face interactions, the research can better understand how corporate social responsibility (CSR) programs are received and implemented across organizational tiers and external stakeholders.
Focus Groups: Selected stakeholders will participate in focus group talks to enhance group interactions and collect collective insights on environmental sustainability CSR challenges and opportunities. By gathering a diverse group of customers, employees, and community members, the research can examine different perspectives and reveal important qualitative data on hospitality corporate social responsibility initiatives (Neupane & Khanal, 2022, p. 59).
Document Analysis: Corporate reports, sustainability policies, and public statements can provide qualitative data about Marriott International UK’s CSR plans and actions. Managers must understand Internet consumer reviews to improve hotel service (Chen & Tabari, 2017, p. 53). These materials can help the researcher understand Marriott’s sustainability programs, goals, and environmental sustainability progress.
In general, quantitative and qualitative data collection methods can be used to examine the impact of corporate social responsibility (CSR) initiatives on environmental sustainability in the hospitality sector, with a focus on Marriott International UK (Neupane & Khanal, 2022, p. 61). It also gives Marriott International UK and other organizations wanting to promote environmental responsibility and develop their sustainability activities actionable insights and recommendations through thorough data collecting, analysis, and interpretation.
4.5 Type of data (empirical or secondary, quantitative, qualitative or mixed)
This study integrates primary and secondary data to examine how corporate social responsibility (CSR) efforts affect hospitality’s ecological sustainability, which will focus on Marriott International UK. Primary data will be obtained from surveys, interviews, and focus groups, which will reveal stakeholders’ views, attitudes, and experiences with Marriott International UK’s corporate social responsibility and sustainability activities. Secondary data from documents, company reports, and public statements will provide a historical perspective on Marriott International UK’s CSR journey. This will cover the company’s sustainability goals, policies, and achievements. The data will help understand the company’s sustainable practices and CSR reporting dependability and clarity. Also, triangulation of data from multiple sources and approaches will help this research project understand the complex relationship between environmental sustainability and corporate social responsibility in the hospitality industry.
4.6 Proposed Analytical Approach
This research proposes to combine qualitative and quantitative methods to examine how corporate social responsibility (CSR) efforts affect ecological sustainability in the hospitality sector, with a focus on Marriott International UK (Neupane & Khanal, 2022, p. 57). To conduct a quantitative analysis, Marriott International UK will survey customers, staff, and community members about its CSR and environmental sustainability efforts, which will be analyzed using SPSS (Neupane & Khanal, 2022, p. 57). The environmental sustainability of CSR programs will be assessed using elasticity tests, correlation, regression, and graphing. Interviews with franchisees, employees, and community members will provide qualitative insights into Marriott International UK’s sustainability and CSR programs (Neupane & Khanal, 2022, p. 59). Focus groups will also be used to discuss corporate social responsibility issues and opportunities. Document analysis of sustainability policies, company reports, and public remarks will provide added CSR data for Marriott International UK. Triangulating data from numerous sources and using quantitative and qualitative methods, the study provides Marriott International UK and other firms looking to improve their sustainability efforts with actionable insights and recommendations. The analytical methodology, therefore, will examine both quantitative and qualitative data to assess Marriott International UK’s environmental sustainability efforts.
5.0 Ethical considerations and research timeline
Ethics is crucial while researching sensitive topics like environmental sustainability and corporate social responsibility. This research will follow strict ethical guidelines to protect participants’ rights, dignity, and privacy. Marriott Hotels & Resorts follows cross-cultural business practices to ensure worldwide operations, which have further improved its worldwide sustainability (Qadri et al., 2016). Informed consent from participants is ethical in interviews, surveys, and focus groups, where participants will be informed of the study’s goals, data collection methods, and intended use of their data. Consent papers and information sheets will be provided to ensure participants understand the study and give voluntary consent (Qadri et al., 2016).
Privacy will be maintained during the study process, where identities and personal information will be kept private, and data will be anonymized (Qadri et al., 2016). To secure all acquired data and restrict access to authorized individuals, data protection policies shall be strictly followed. Data will be destroyed after the study is completed and stored securely. The research will be conducted with honesty, integrity, and respect for all participants. Potential conflicts of interest will be acknowledged, and the research will be conducted professionally.
Also, cultural diversity affects organizational cultural management and leadership; therefore, cultural differences must be considered (Qadri et al., 2016). Modern leaders must be able to manage people from different cultures where Marriott Hotels and Resorts value intrinsic and extrinsic rewards (Qadri et al., 2016). Marriott managers are also known for their charisma and unique professional and personal traits, which are crucial for hotel management. A literature evaluation, research instrument development, data collecting and analysis, and findings compilation will be part of the research program. The timeframe represented by a Gantt Chart shown in the appendix below will account for ethical issues, including permissions, participant confidentiality, and consent. This study will follow GCU Research Ethics and Data Protection Laws to investigate the hospitality industry’s corporate social responsibility and environmental sustainability strategies with high ethical standards.
Conclusion
In conclusion, the study uses Marriott International UK as a case study to evaluate how corporate social responsibility (CSR) in the hospitality sector affects environmental sustainability. The research will assess Marriott International UK’s corporate social responsibility initiatives’ environmental impacts using surveys, interviews, focus groups, and document analysis. It also aims to give Marriott International UK and other hospitality firms actionable insights and recommendations for environmental sustainability. It will use primary and secondary data to identify Marriott International UK and other sustainability-focused organizations’ CSR initiatives for environmental sustainability opportunities and challenges and treat everyone fairly by following strict ethical guidelines and prioritizing participant confidentiality and consent by following the GCU Research Ethics and data protection rules to maintain integrity and professionalism.
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