The effect of destination employee service quality on tourist environmentally responsible behavior: A moderated mediation model incorporating environmental commitment, destination social responsibility and motive attributions

2022 ◽  
Vol 90 ◽  
pp. 104470
Author(s):  
Xuehuan He ◽  
Jin Cheng ◽  
Scott R. Swanson ◽  
Lujun Su ◽  
Dongbin Hu
Keyword(s):  
Social Responsibility ◽  
Service Quality ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Environmentally Responsible Behavior ◽  
Environmental Commitment ◽  
Moderated Mediation Model ◽  
Responsible Behavior ◽  
Environmentally Responsible

scholarly journals Tourist Environmentally Responsible Behavior and Satisfaction; Study on the World’s Longest Natural Sea Beach, Cox’s Bazar, Bangladesh

2021 ◽  
Vol 13 (16) ◽  
pp. 9383
Author(s):  
Md Sahabuddin ◽  
Qingmei Tan ◽  
Imran Hossain ◽  
Md. Shariful Alam ◽  
Md. Nekmahmud
Keyword(s):  
Service Quality ◽  
Perceived Value ◽  
Partial Least Square ◽  
Least Square ◽  
Tourist Destination ◽  
Environmentally Responsible Behavior ◽  
Environmental Commitment ◽  
Tourist Satisfaction ◽  
Responsible Behavior ◽  
Environmentally Responsible

This research was aimed at investigating the environmentally responsible behavior of tourists and their satisfaction with a tourist destination. Moreover, this study examined the effects of employee service quality, perceived value, environmental commitment and tourist satisfaction with a destination on loyalty and environmentally responsible behavior. We used data from tourists (n = 640) who had previously visited the world’s longest natural sea beach (Cox’s Bazar, Bangladesh). A partial least square structural equation model (PLS-SEM) method was used in this study to evaluate the proposed model and hypotheses. The results suggest that the perceived value of the destination has a significantly positive impact on both tourist satisfaction and environmental commitment. Similarly, employee service quality significantly impacts perceived value, tourist satisfaction and environmental commitment. Thus, both perceived value and employee service quality also substantially affect the environmentally responsible behavior at the Cox’s Bazar tourist destination. The main contribution of this research involved an investigation of the mediating effects of environmental commitment and tourist satisfaction with a destination on loyalty and environmentally responsible behavior using a single model based on relationship quality theory. Tourist satisfaction was found to completely mediate the relationship between the perceived value of a destination and environmentally responsible behavior, as well as loyalty. In addition, the theoretical and managerial implications for the destination were discussed.

Does Positive Contact Between Residents and Tourists Stimulate Tourists’ Environmentally Responsible Behavior? The Role of Gratitude and Boundary Conditions

2021 ◽  
pp. 004728752110489
Author(s):  
HongWei Tu ◽  
JianFeng Ma
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Environmentally Responsible Behavior ◽  
Moderated Mediation Model ◽  
Responsible Behavior ◽  
Environmentally Responsible ◽  
Positive Contact ◽  
Indirect Relationship ◽  
The Relationship

This study explored how and when positive contact between residents and tourists stimulates tourists’ environmentally responsible behavior. Drawing on social exchange theory, we verified a moderated mediation model in which gratitude mediated the link between positive contact and tourists’ environmentally responsible behavior, while agreeableness moderated the relationship between positive contact and gratitude. Data were collected from 691 visitors to Mount Wuyi. The findings revealed that positive contact directly affected tourists’ environmentally responsible behavior and that this link was mediated by gratitude. Furthermore, agreeableness significantly moderated the effects of positive contact on gratitude. In particular, the effect of positive contact on gratitude was stronger for tourists with high agreeableness. Additionally, agreeableness also strengthened the indirect relationship between positive contact and tourists’ environmentally responsible behavior through gratitude—which was, again, stronger for highly agreeable tourists.

CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model

2014 ◽  
Vol 130 (4) ◽  
pp. 819-831 ◽  
Author(s):  
Long-Zeng Wu ◽  
Ho Kwong Kwan ◽  
Frederick Hong-kit Yim ◽  
Randy K. Chiu ◽  
Xiaogang He
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Corporate Social

scholarly journals Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR

2020 ◽  
Vol 12 (5) ◽  
pp. 1847 ◽  
Author(s):  
Qing Miao ◽  
Jun Zhou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Identification ◽  
Moderated Mediation ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Perceived Importance ◽  
Corporate Social

When companies say one thing and do another in a corporate social responsibility context, they run the risk of corporate hypocrisy. Apart from the negative attitudes within customers, the purpose of our study was to explore what consequence corporate hypocrisy would cause on employees. This study investigated the possible link between corporate hypocrisy and employees’ counterproductive work behaviors with a moderated mediation model. Based on social identity theory, our research found that the influence of corporate hypocrisy on organization-directed counterproductive work behaviors was partially mediated by organizational identification, while the first stage of mediation is moderated by the levels of employees’ perceived importance of corporate social responsibility. Data from 259 employees in China, collected across three time periods, suggest that corporate hypocrisy will lead to a decrease of organizational identification, triggering CWB against the company. The indirect effect of corporate hypocrisy on CWB-O via organizational identification is enhanced when employees’ perceived importance of corporate social responsibility is high. Our findings provide contributions to both corporate running and theoretical research.

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