
Published online:
23 January 2014
Published in print:
20 September 2013
Online ISBN:
9780262315388
Print ISBN:
9780262019415
Contents
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Introduction Introduction
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The U.S. Hospitality Industry The U.S. Hospitality Industry
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Corporate Motivations to Adopt Sustainability Corporate Motivations to Adopt Sustainability
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Ownership Structure: Vertically Integrated vs. Management Outsourced Ownership Structure: Vertically Integrated vs. Management Outsourced
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Operating Structure: Franchisor/Chain Managed vs. Nonbranded Management Company Operating Structure: Franchisor/Chain Managed vs. Nonbranded Management Company
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Location: Urban vs. Rural/Suburban Location: Urban vs. Rural/Suburban
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Type of Guests Served: Transient vs. Group Type of Guests Served: Transient vs. Group
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Regional Ambient Temperature: Hot vs. Cold Regional Ambient Temperature: Hot vs. Cold
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Paired-Case Comparisons Paired-Case Comparisons
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Managerial and Policy Implications Managerial and Policy Implications
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Multi-agent Collaboration Multi-agent Collaboration
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Incentive Design Incentive Design
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Policy Implications for the Built Environment Policy Implications for the Built Environment
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Conclusion Conclusion
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Acknowledgments Acknowledgments
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References References
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Chapter
5 Why Multinational Corporations Still Need to Keep It Local: Environment, Operations, and Ownership in the Hospitality Industry
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Pages
103–126
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Published:September 2013
Cite
Zhang, Jie J., Nitin R. Joglekar, and Rohit Verma, 'Why Multinational Corporations Still Need to Keep It Local: Environment, Operations, and Ownership in the Hospitality Industry', in Rebecca L. Henn, and Andrew J. Hoffman (eds), Constructing Green: The Social Structures of Sustainability (Cambridge, MA , 2013; online edn, MIT Press Scholarship Online, 23 Jan. 2014), https://doi.org/10.7551/mitpress/9780262019415.003.0005, accessed 7 May 2025.
Abstract
While the goal of environmental sustainability provides positive global impact, its implementation should consider the inherent variations in the local environmental, social, and economic contexts. Recognizing that supply chain partners do not share uniform interests in adopting sustainability practices, this chapter develops a theoretical framework to explicate the diverging interests along the chain and suggests potential economic and policy measures to align them. The chapter informs its arguments through an exploratory study of sustainability measures in a typical built environment—hotels—which is an ideal lab to research sustainability.
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