Exploring the influence of organizational culture on the relationship between environmental management practice and environmental performance in the Malaysian hotel industry

• Main Authors: Muhammad Jamil, Che Zuriana, Johari, Husna
• Format: Conference or Workshop Item
• Language: English
• Published: 2012
• Subjects: HD28 Management. Industrial Management
• Online Access: http://repo.uum.edu.my/10377/1/H1.pdf; http://repo.uum.edu.my/10377/; http://www.globalresearch.com.my/

Nowadays, organizations and their management are working very hard to forecast and response to ever-changing new markets and fierce competition. Due to the increase of globalization and technological advancements, the constant variable for today’s workplace is perhaps the stability to continuously evolve.In this context, the corporate environmental strategy and accountability is gaining more attention by practitioners and scholars. Schaltegger et a. (2003) argues that organization must ensure that their activities do not harm or negatively impact on the environment.Hence, the purpose of this study is to investigate the impact of organizational culture on the relationship between environmental management practice and environmental performance.In this study, organizational culture is measured using an adapted version of the Henri’s 2006 instrument which was based on a competing-values perspective developed by The National Centre for Higher Education Management System.The study employed survey method. Questionnaires were administered to 300 respondents (general managers/general managers) from various hotels in the Malaysian hotel industry. The hierarchical multiple regression method showed that organizational culture was not significantly related to environmental performance.However, to some extent, the organizational culture has moderated the relationship between environmental management practice and environmental performance.The result implies that most of the sampled hotels in Malaysia employed a control dominant type of culture which refers to formality, rigidity and more strictness and tightness in achieving objectives. Organizational culture did not act as an indicator to ensure hotels reach and achieve better environmental performance.The results showed that even though hotels create an environmental culture in their activities, but if people are not ready and unwilling to share their knowledge towards creation of new values and beliefs,better environmental performance will not be achieved.This insignificant finding may be due to new concern relating to environmental issues in the Malaysian hotel industry.