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Article

Employee Involvement and Socialization as an Example of Sustainable Marketing Strategy and Organization’s Citizenship Behavior: Empirical Evidence from Beirut Hotel Sector

by
Sonia Khawand
1,
Matina Ghasemi
1,* and
Seyed Arash Sahranavard
2
1
Faculty of Business and Economics, Girne American University, North Cyprus, Via Mersin 10, Kyrenia 99428, Turkey
2
Department of Business Administration, Eastern Mediterranean University, North Cyprus, Via Mersin 10, Famagusta 99628, Turkey
*
Author to whom correspondence should be addressed.
Sustainability 2022, 14(14), 8805; https://doi.org/10.3390/su14148805
Submission received: 8 June 2022 / Revised: 26 June 2022 / Accepted: 6 July 2022 / Published: 19 July 2022
(This article belongs to the Special Issue Systems Approach and Management for Urban Sustainability)
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Review Reports Versions Notes

Abstract

:
In recent years, environmental consideration and notion of sustainability has gained extensive attention on global scale from political aspect to businesses and social means. It has been the core concept of development for organizations in different industries in an increasing manner. As tourists tend to be more aware regarding environment and impact of human activity on nature, it becomes more important to include sustainable measures so that firms can remain competitive in the market and attract new customers. The current research examines the relationship between sustainable marketing orientation deployed by organizations operating in tourism sector (i.e., hotels) and employees’ extra-role behavior in form of organizational citizenship behavior. Furthermore, indirect effects of employees’ socialization and involvement are examined to provide a better understanding on related factors. Gathering data from hotels of Beirut, 218 employees participated in the research and PLS-SEM yielded significant results, stating that the variables are vital for positive behavioral outcomes within the hotel industry. The results can be beneficial for scholars and practitioners in tourism sector alike.

1. Introduction

As concerns regarding environment and ecosystems grow internationally, sustainability has become a crucial notion in terms of policy-making, industry development, and societal changes. The increasing importance of sustainability has shifted various sectors such as, management, marketing, ecology, global transportation systems, and tourism. In this sense, sustainable marketing strategy emerged when companies emphasize on social and environmental aspects as a core of their marketing strategy (e.g., promotion, supply chain, design, organizational atmosphere, and employee-related elements) [1]. Creating value while protecting resources for next generations is the path of sustainable companies [2]. The aforementioned orientation can create a socially responsible image for an organization leading to strong competitive advantages backed by people which is the notion of Corporate Social Responsibility (CSR) [3]. A significant proportion of companies have been accused for promoting unsustainable employment of resources and these accusations can create distance between internal and external environment of unsustainable organizations [4]. The resulting alienation can influence on employees’ perceptions toward their own workplaces [5] bringing deterioration in motivation [6] and performance [7]. Employees are essential pillars in achieving sustainability and their engagement are the key to success for sustainable practices [8], especially in the tourism sector. The current state of international environmental state is on a level, at which challenges and concerns are constant and increasing. This has been a driver for businesses in all shapes and forms to consider and incorporate environment-related activities or initiatives within their strategies [9]. In this sense, environmental concerns and practices have been embedded across various departments (e.g., marketing, manufacturing, R&D, and design) [9,10]. Within the context of current research, tourism and hospitality industry is under examination regarding its level of sustainability and how impactful it is on employee outcomes. This industry is of essential importance due to its vast impacts on the environment as the extent of transportation, consumption, and other human activities is extremely high. It has been noted that the industry is responsible for an estimate of 8% of carbon emissions. In addition, marketing initiatives have been increasing parallelly to growth of economic state for more countries. This is linked to tourism as an industry being a highly influential element in economic growth [11,12,13]. Hence, Lebanon is examined in this study as a growing economy through emphasis on enhanced tourism sector.
The relationship between sustainable organizational orientation and its consequent outcomes in terms of involvement and voluntary behavior of employees are scarcely investigated [14,15]. In addition, there is a gap in the aforementioned area of research regarding delineation of mechanisms in which voluntary engagement of employees in sustainable practices have been cultivated [16,17]. The tourism and hospitality sector requires more understanding and emphasis on Organizational Citizenship Behavior (OCB) [18]. The importance of OCB rises due to employees having constant interactions with customers as well as carrying multiple tasks at a time [19]. Behaviors such as providing help can greatly influence performance and reduce stress [20,21]. The mentioned gap in the literature regarding OCB in hospitality is a major driver for the current study. In addition, while sustainability has been studied in the Middle East, compared to Western counterparts this region is in dire need of recent studies. Prior studies have either focused on different aspects (e.g., market-orientation) or examined other sectors (e.g., biosphere and agriculture). This further justified the conduct of this study as sustainable marketing and OCB literatures are addressed. Hence, it is aimed to provide empirical evidence regarding the influence of organization and its orientation on employees’ positive behavioral outcomes that can lead to sustainable competitive advantages in the tourism industry.
Sustainable Marketing Orientation (SMO) foster motivation and commitment among employees, which consequently lead to active involvement of employees as one of the most important and valuable stakeholder groups [1]. The resulting employee involvement is expected to cultivate voluntary commitment within an organization (organizational citizenship behavior) in terms of altruism and generalized compliance [22,23]. On the other hand, employee socialization is the process by which employees become aware about the norms, values, and overall desired behavior within an organization [24]. Employee socialization (ES) is a learning process, which enables employees to involve effectively in organizational tasks according to organizational culture [25]. Socialization has been found as a significant factor assisting employees to adjust themselves with organizational orientations [26]. Thus, it can be concluded that different levels of ES will create different organizational conditions, which can affect the operation of SMO and its consequences in terms of involvement and voluntary commitment. A moderator effect can be defined as the result of interactions between focal independent variable and a condition-specifying factor [27]. Moreover, ES functions as a factor creating different conditions for operation of SMO and its consequent outcomes in terms of Employee Involvement (EI) and OCB. Thus, this study assigns ES as the moderator of mediated relationship between SMO and OCB through EI. One similar conceptualization has been conducted in Singhapakdi et al. [28] work arguing that different levels of organizational socialization affect the relationship between managerial orientations and consequent outcomes.
Hence, the current research examines the role of employee involvement, and socialization within the premise of hotel industry. As employee are considered to be crucial elements of service industry [29] as they are in contact with customers, this study emphasizes on the outcomes of employees’ behaviors through sustainable marketing orientation. Considering recent and relevant literature, this research aims to contribute to current understanding of sustainable initiatives in terms of theoretical development as well as expanding geographical context. While there have been recent studies that examined hotel industry [13,30], the region of Middle East has been relatively left unexamined. There are over 20 5-star hotels in Beirut, which have been changing with regards to environment and this research focuses on sustainable marketing orientation and its influence on organizational citizenship behavior (hereafter OCB). This study contributes to the literature of CSR in hospitality sector as it emphasizes on OCB as a vital element for employees in this industry. Additionally, sustainable marketing orientation that is the core concept of this study is another contribution to CSR literature through empirical evidence that supports deployment of such initiatives.

2. Theoretical Background

2.1. Sustainable Marketing Orientation

Sustainability is defined as a manner of improvement and development, in which the needs of current generation is met without jeopardizing future generations’ capability [31]. Sustainable marketing orientation has been noted to be shaped through social engagement, economic success, and environmental responsibility [32]. By establishing these elements in a firm, competitive advantage can be gained, which yields in higher levels of profit-making [1]. It has been mentioned that sustainable marketing orientation, when applied in a firm, will lead to advantages that are not apparent on the surface and are intangible. Furthermore, sustainable marketing orientation is characterized as normative. This is while Resource Advantage Theory has been noted to be a positive one. According to this theory, competitive advantage or provision of customer value should be the outcome of resources used by firms. Furthermore, this theory entails producing market offers through green means as well as offering green market. Due to the fact that this theory exhibits significant financial performance, other means can be gained accordingly (social and environmental) [1,33]. This shows the linkage of SMO to the theoretical foundations in the literature further highlighting its complex nature and theoretical importance.
Within the context of tourism and hospitality, and particularly hotels, it is imperative that the firm conducts its business on international level so that they can remain competitive within their markets. A proper system and strategy for hotels is a vital element for enhancing workplace with regards to environment and employees’ behaviors [13,30,34]. There are reports highlighting the positive impact of sustainable marketing measures on performance of companies [35,36]. Using this theory in the current research provides a better understanding on how human resources of hotels can provide value to the customers with the aim of gaining sustainable competitive advantage. Within the concept of CSR, sustainable marketing strategy can be embedded in hotel management system to enhance performance [30,37]. In this sense, a sustainable marketing orientation would be in the direction of improving social status and protecting the environment. This includes maintaining communications integrated and healthy for the benefit of staff, customers, and all parties involved [38]. Each firm has its own unique skills, assets, and other resources (e.g., human), achievements, and capabilities, which define its position in the market through comparative advantages [39]. In the industries, where labor is intensive (i.e., service sector), it is imperative that the impact of products and services on health and environment is measured. Hence, ethical means of marketing become a vital matter. Products, prices, communication, and other activities are based on ethical means of conduct in sustainability. Ethical capabilities include various aspects such as, service development and its processes, customer-related knowledge, market image, communication, sales, pricing, and relationship management [1]. These are key elements in the context of tourism and hotel industry.
Sustainable marketing orientation is shaped by three main pillars that are namely, strategic integration, societal engagement, and ethical capabilities [1]. As sustainability entails economic, social, and environmental dimensions (triple bottom line—TBL), mere profit-making is no longer the main objective of firms with sustainable strategies, which further applies to marketing of the said firm. Integration of individual benefits and those of the environment is thus the key for overcoming sustainable issues. When organizations implement sustainability within their strategies, norms, vision, and values, a strategic integration is embedded [1,40]. This is defined as incorporation of sustainable culture and various sustainable strategies, which varies from solely marketing green products or services that are embedded in both theoretical and practical aspects as SMO is linked to organizational elements (e.g., employee behavior, work environment, performance, outcomes and societal elements). Therefore, the extent to which sustainability is considered in a company’s strategy and policies alongside managerial commitment is the key for success of sustainable marketing orientations [1]. This research focuses on the outcomes of such orientations in the behavior of employees in hotel sector.
Societal engagement is referred to as having strategies that are proactively directing development and incentive to stakeholders as well as the firm as a whole [41]. Sustainable organizations are more involved with their societies [42]. Therefore, societal engagement includes a wider range than merely addressing customers. If firms turn their focus on consumers on a limited manner, it can lead to exclusion of certain stakeholders. Hence, social aspect is sought after to provide benefits to the public [1], which is also linked to the notion of CSR. The degree to which firms are active in their communities and the society they are located in is definitive for both engagement and implying sustainable measures.
Incorporation of environment-related matters within a firms’ marketing orientation can lead to a higher sense for employees as they can observe the company’s commitment to sustainability [34]. New equipment, tools, standards, and activities can be promoted to staff in different forms (e.g., training programs) that will improve sustainable competitive advantages for the firm [43]. The prowess of financial sate, the standard level of eco-friendliness, and social justice are the essence of a sustainable orientation [44]. Factors such as, leadership, organizational culture, business and marketing strategy, and operations are influential in the processes of implementation and achieving positive behavioral outcomes [34,44]. Through environmental practices embedded within the firm as an internal initiative, and an atmosphere where individuals can be in healthy communications, positive behavioral outcomes can occur [34], and OCB toward the environment [13]. This can also be linked to environmental values that are shared with the employees through various organizational initiatives with emphasis on sustainable measures of the firm as whole.

2.2. Organizational Citizenship Behavior

OCB is considered to be a behavior that is non-related to a certain job description, yet benefits others [45]. This, apart from being of major importance to business, also serves to improve the organization’s efficiency and functionality by encouraging the choice of cooperation among members [34,46]. OCBs can be categorized into two categories: Citizenship behaviors directed toward the organization as a whole (OCBO: conscientiousness, fairness, belonging, etc.,), and citizenship behaviors directed to individuals within the organization (OCBI: altruism, courtesy, etc.,). Accordingly, it is possible to analyze how the organizational context influences the perception of the person and, consequently, how this translates into organizational behavior [47]. OCB, in one way or another, is not but a mean to ease the psychological and social conditions, allowing employees to perform tasks at their best which is embedded in the premise of aforementioned aspects theoretically (e.g., conservation of resources theory, social identity theory, and organizational justice theory) and within the context of hotel industry. Kaleka and Mrgan [48] had the most widely used definition, claiming that it is the “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization”. There are three main aspects of this behavior; First, motivation, for it is what keeps the whole in the organization, doing what they do at its best; second, is both the level of understanding and creativity combined, for becoming familiar with a certain type of job description and developing it in a way that is mandatory for the development of the organization as a whole [45]; and third, the will needed from employees to gladly do more than what is required [45]. It is only then when an organization would reach further than expected, all as a result of the behaviors derived from OCB. This behavior can be directed toward the firm or other individuals, namely organization-oriented OCBO and employee-oriented OCBI [49]. The concept of OCB is deeply rooted within the notion of sustainability and hotel industry that are the main contexts of this research and the literature shows positive outcomes regarding OCB when tourism companies (e.g., hotels) implement green strategies [36].

2.3. OCB and Sustainable Marketing Orientation

Every individual tends to analyze their professional relationships within the workplace and with their interlocutors. Belongingness, and awareness of shared, and harmonized objectives lead to higher trust levels and shared respect, which in turn leads to a climate of learning and innovation. In addition, morale and loyalty can be enhanced for employees, which yields a smoother organizational change [49]. As the concept of sustainable marketing orientation is embedded within the firm, it is imperative that staff are open to changes and are equipped with necessities of change. Such strategies provide a sense to staff that objectives are beyond mere economic exchanges and thus, the linkage between the firm and its staff is boosted as they can be more involved. It is a process of enhancement and development of the psychological contract (extra-role behaviors) [49]. Organizational citizenship can be defined as a feeling of belonging that pushes the worker to be an active and creative part of the organization. In fact, organizational citizenship is the basis of positive behaviors for the organization (OCB), and acted spontaneously by the individual, without being recognized either by a regulatory code or remuneration [50].
Companies, to promote the adoption of OCB, can act on organizational identification (the more an individual is identified with an organization, the more their definition of self contains attributes of the organizational identity). High identification can have positive (motivation) or negative consequences, due to excessive closure to the outside (group-think risk); perceived fairness (based on the comparative evaluation mechanisms of an employee with respect to others) [47].
For companies wishing to create an organizational community, there are many tools that make it possible to avoid errors typical of entrepreneurial paternalism: from climate surveys, evaluation systems, to corporate welfare, from organizational listening to targeted training [47]. It has been noted that within the hotel industry, OCB can be increased via implementation of green/sustainable initiatives such as, leadership, marketing, and HRM practices [13]. Accordingly, a corporation has much to gain by linking OCB to their approach of sustainable marketing as OCB not only builds rapport within the said organization but develops a sense of belongingness and motivates employees to develop their values. In particular, it will serve in influencing how an employee acts in accordance with corporate sustainability and this will consequently improve the firm’s sustainability performance [50]. The need to integrate human values into corporation to achieve the goal of sustainability would mean the development of an organizational behavior that integrates a culture, in which values and supports reaching sustainable development goals into a corporate setting. Based on what was noted, this research assumes that a positive relationship exists between OCB and sustainable marketing as OCB influences how the said employees act in regard to achieving sustainability. Due to the fact that OCB can provide a practical approach encouraging physical effort to achieve sustainability rather than a value-based approach, which only educates the concerned employees in theory, the following hypotheses are shaped:
Hypothesis 1 (H1).
There is a significantly positive impact of sustainable marketing orientation in hotels of Beirut on employee involvement.
Hypothesis 2 (H2).
There is a significantly positive impact on OCB of employees in hotels of Beirut from sustainable marketing orientation.
Hypothesis 3 (H3).
Employee involvement is significantly and positively linked to OCB among hotel employees.

2.4. Mediating Role of Employee Involvement

Employee involvement (EI) is generally a result of work-structures having allowed the expression of their employees’ thoughts and ideas. Emphasizing on the removal of the hierarchy, it is when employees’ expertise and ideas come together to meet the organization’s objectives. On a wider scale however, involvement of employees is reinforced by essential needs (cultural, environmental, and leadership), categorized into three aspects that are namely, direct communication, representative participation, and upward problem [51]. However, it is important to note that the degree of which each individual is involved remains with managerial and leadership level judgement as appropriateness of skills is a vital matter. As changes occur within the firm with respect to new strategies (i.e., sustainable marketing), both structural and cultural aspects are to be considered. EI increases productivity for both high and low-skilled employees [52]. Sustainable social approach within firms can enhance staffs’ involvement as all employees are included in marketing strategies on sustainable settings. This establishes a theoretical development aspect to the current study that is inclusion of involvement and socialization as factors that can mediate SMO and OCB in hotels. Hence, a theoretical development in the context of both OCB and SMO is shaped in this study that further contributes to the current understanding on the matter. EI furthermore increases an organization’s decision-making ability and improves overall performance [51], while unconsciously changing employees’ attitude toward work positively. EI manifests a major role in affecting the constitutional work, especially if that work obligates sustainable marketing. Accordingly, it can be argued that positive behavioral outcomes embedded within SMO can be mediated through increased involvement that is also linked to a number of theories in the literature (e.g., expectancy theory, resource-based theory, and organizational learning theory) [16].
The key to success to every company, whether global or not, is the extent of its employee involvement [11]. Not only does sustainable marketing work as a model which renders a successful business plan, sustainability practices also render the employees’ productivity, activity, and overall performance. Furthermore, sustainability, aside from it being a profitable business plan that benefits both the environment and the company, also serves as a means to access simplest units of a business plan (i.e., employees). As the simplest unit is majorly affected, their personal involvement is thus influenced. In addition, segmentation, positioning, and differentiation as pillars of marketing strategy are linked to sustainability and sustainable improvement of employees’ performance [9,53]. Such practices guarantee the active personal participation of employees while manifesting their sustainability into an active business plan [54]. Both organization and its human resources are essential for sustainable competitive advantage based on resource-based Theory of Competitive Advantage, which emphasizes on human factors that allow the company to achieve higher performance [55,56].
The more employees pour their active work skills into the business and the more qualified and prolific their efforts were, the more profoundly influenced the business launch would be [30,57]. Hence, sustainable goals of the firm can be met through enhancing its employees’ involvement through proper strategies such as, sustainable HRM practices and especially within the context of tourism and hospitality and hotel sector [58]. Thus, EI is the ability for the employee to have an active role within their workplace and is a company-based criterion that strikes OCB within the environment of employees in any company. Subsequently, the current research emphasizes on the degree of which EI can mediate the linkage between company objectives and positive employee outcomes, particularly OCB. Embedded within the premise of resource-based theory of competitive advantage and since EI is expected to have positive linkage with both dependent and independent variables, it is expected that a mediation effect can be observed. Hence, the following hypothesis has emerged:
Hypothesis 4 (H4).
Employee involvement mediates the linkage between sustainable marketing strategy and OCB of employees in hotel context.

2.5. Moderating Role of Employee Socialization

Employee socialization (ES) is a method, in which new employees that enter the environment of a certain institution are to be taught the regimen, culture, and criteria of work. Each company is comprised of its own procedure within its setting. Employees are to adjust and adapt to their work environment and its framework. This links to the company’s capability to maintain its competitiveness and enhance it through various programs, addressing employees (e.g., professional development, sustainable actions) [59]. Sustainable marketing as a strategy embedded within the firm can lead to enhanced behavioral outcomes of employees and customers alike [59]. Hence, companies tend to have certain methods to enable new recruits to become members and socialize with their peers. Establishing the culture of sustainability through marketing strategies and sustainable programs requires the firm to implement tangible initiatives that not only increase awareness but further encourage actions. This can further be linked to positive behaviors such as, increased satisfaction, innovation and performance [60], and socialization [61]. Initiatives in this regard can be pathways for individuals to share their thoughts and experiences as means for socialization.
When employees socialize within firms, relevant skills can be shared and learned, which is beneficial for new recruits. Additionally, through social mechanisms processes of work and standards of the company can be comprehended by new individuals. This is connected to strategies (i.e., sustainable marketing), which include measures for better socialization for all staff. Enhanced socialization within the firm can yield in significant results in terms of performance and/or turnover, which is highly important, especially in tourism industry [62]. This will further improve workplace environment, which eventually leads to customer satisfaction, ensuring benefits to the firm. Therefore, it is imperative that the organization provides support to employees so that through socialization, other positive outcomes are emerged (e.g., OCB) [63,64]. This effort put by the company into its ES would be charging the atmosphere with all that is essential for the positive vibes and energy in the working environment. This can include, holiday parties, family nights, social gatherings, and other friendly acts that help bind the staff with each other.
Social marketing is using certain marketing plans involving all that is needed to be shared when it comes to techniques and procedures that benefit wellbeing of people [30]. These strategies are used to deal with the social, economic, and physical environment they live in. Social marketing enhances and establishes these plans by selling policies that include healthy behaviorism and thus, as a concept is linked to SMO. As suggested above, ES is what provides strategies, policies, and criteria that new employees need to learn and adapt to fit into the new work environment. Due to the strategy of binding adapted by the company, a healthy working environment between these two is rendered active [65,66]. OCB can be defined as how much an employee is willing to put effort into task that is not part of his/her actual job [67]. It can be deduced that factors such as socialization are influential in generating positive attitudes toward the organization as they boost morale of individuals, especially when they are welcomed and socialize within the firm. According to a recent study conducted by Teng et al. [67], OCB can be triggered through social and sustainable practices within the hotel sector. As boundaries among employees are reduced or eliminated through socialization, behaviors such as OCB can be engaged. This further manifests as a positive role in the process of social marketing as a part of sustainable marketing orientation within firms. Arguably, socialization can be a means for companies to enhance their employees’ extra-role behaviors.
Therefore, ES plays a major role in affecting, or rather building a constructive relationship between both social marketing and OCB [65]. This shows that sustainable marketing orientation and OCB can be linked through the concept of social marketing. Building upon the above argument, the current research assumes that the role of ES in this context enhances the connection between a firms’ SMO and OCB of employees as well as providing a moderation effect on the relationship between SMO and EI. Referring to Job Demands-resources Model (JD-R) [68,69], engagement, OCB, and involvement of employees are affected by resources from both individual (e.g., optimism) and the organization (autonomy and support). If resources are depleted, individuals are less likely to be able to exhibit positive extra role behaviors and have higher involvement with their jobs. This is highly important for the context of current research as these behaviors are vital for hospitality and tourism sectors’ employees. Socialization has been shown as an influential element on behavior of individuals in this context by prior studies [70,71]. It is linked to performance, burnout, challenging environment of competition, engagement, and exhibition of membership within the organization. These are linked to JD-R theory via personal resources that are used for involvement and extra-role behaviors (e.g., self-efficacy) [70].
Hypothesis 5 (H5).
Employee socialization moderates the linkage between sustainable marketing orientation and employee involvement among hotel employees.
Hypothesis 6 (H6).
Employee socialization enhances the relationship between sustainable marketing orientation and OCB within hotel context.

3. Methodology

3.1. Sampling

The current research is conducted within the hospitality industry of Beirut, particularly in hotel sector. To achieve the aims of the research, various measures were used from the extant literature to develop a questionnaire. Managers of seven hotels were initially addressed to acquire relevant permissions regarding research conduct. Staff and employee of hotels were then asked to participate through their managers. A total of 350 questionnaires were distributed, from which 270 were returned with a response rate of 77.14%. Some were eliminated due to lack of response or incomplete survey, which left 218 surveys to be analyzed, which remains in the satisfactory level with statistical power of 80%, effect size 0.01 and α 0.01 as the calculated sample size with G*power was 178. A total of 15 managers were informed of the context and survey of this study. The data were collected from four different hotels located in Beirut, during a two-week period in November 2021. Staff were given the questionnaire by hand (hardcopy) and researcher informed participants regarding the purpose of the study and confidentiality of the gathered data. In addition, sampling was conducted through a convenience sampling, which allowed the researcher to gather data from any staff available and willingness to respond. Sustainable marketing orientations by essence are toward enhancing performance of the firm with regards to the environment, social and economic factors [30]. Environmental protection measures are to be implied from managerial level to encourage employees in such activities [72]. Therefore, this criteria was used to select the sample hotels for this research. Through contacts with managers, existence of a certain level of sustainable initiatives within hotels was confirmed as managers were given the survey to check its content and conversations (meetings) were held regarding the extent of which sustainable measures are deployed in their hotels (based on variables, practices, and measures in the literature). These meetings were conducted by the first author. The ethical committee of the university also approved the details of the survey.

3.2. Measures

The questionnaire survey was merged through extensive literature review.
For measuring sustainable marketing orientation, the scale developed by Lucic [1] was used as a recent measure in the relevant literature. A sample item is “we monitor our products and services regarding their impact on environment”.
To measure OCB, scales developed by Smith et al. [46] were used, which entailed both employee and organizational orientations and have been used by various scholars in the relevant fields [57,73,74]. A sample of included items is “I help other colleagues, especially when they have been absent”.
Furthermore, employee socialization was derived from the scales which is a well-established scale in the literature [12,70,75] with a sample of “I understand the operations and functions of the hotel (e.g., responsibilities of individuals and groups)”.
Employee involvement was designed with regards to the scale developed by Rangus et al. [76] as a scale used by various scholars in different fields [77]. A sample question of this scale is “communication among unrelated groups of employees is a common practice in our hotel”. Scales were designed on a 5-point Likert scale from 1 = strongly disagree, to 5 = strongly agree.

3.3. Control Variables

The literature suggests a number of variables that are important for OCB. In this sense, there are several factors, and their effects are controlled in the current research to ensure that the analysis is adequate and proper. Therefore, following the work of experts in the field, this research includes age and gender as control variables [49,78,79] as well as position [80].

3.4. Theoretical Model

The Figure 1 illustrates the theoretical model of this research that is under examination:

3.5. Analysis

Upon completion of data gathering, PLS-SEM was used to test the hypotheses of the research, which is deemed to be an appropriate method for analyzing such models [81,82] and has been used in similar studies [1,7]. Reliability and validity of constructs has been measured alongside the moderation and mediation effects. The following tables exhibit the results of data analysis. Demographic statistics showed that majority of respondents were in the age group of 21–30 (39.42%), followed by 31–40 (25.76%), 41 and above (21.33%), and less than 21 with 13.49%. Additionally, female respondents were 105 in total, while male respondents comprised 113 of the total data. Furthermore, Table 1 shows reliability, and convergent validity of measures. As it can be seen that the results are within satisfactory threshold.

3.6. Measurement Model Assessment

Individual item reliability is within the measurement model assessment premises alongside internal consistency and both convergent (AVE) and discriminant (HTMT) validity [81,82]. As it can be seen in Table 1, the indicator reliability measurements are within the satisfactory threshold [83]. Furthermore, internal consistency of each construct is shown in Table 1, which is above the minimum threshold of 0.7 [84]. Convergent validity (AVE) is also measured and shown in Table 1, which according to Hair et al. [81] is above the satisfactory level of 0.5. As it can be seen in Table 2, these measures have shown satisfactory levels. Collinearity is further measured (VIF) for low order indicators, which are presented in Table 3. As the model is a reflective-formative measure, the hypotheses have been assessed in various means in accordance with Hair et al. [81], where first convergent validity (redundancy analysis) is examined, which is followed by collinearity test, and finally, t-values [85].
To evaluate and assess the research model in terms of discriminant validity, Heterotrait-Monotrait ratio (HTMT) was used and results have shown satisfactory values according to HTMT criteria [86,87]. These can be seen in Table 2.

3.7. Structural Model Assessment

With 95% confidence intervals, PLS-SEM was used to examine the hypotheses and with 5000 bootstrapping samples. This led to fixed bias and significant results, statistically. Model fit and its adequateness were examined prior to PLS-SEM with SRMR = 0.031, NFI = 0.915, which exhibit model fit [87]. This was followed by multicollinearity test (VIF), in which the value (between 1.2 and 2) was calculated, implying no major concern in PLS [81]. Both R-square and Q-square were examined to show predictive power and relevance through cross-validated redundancy approach. The results of these analyses can be seen in Table 3 and Table 4. Parameters of the model and hypotheses have been found to be significant (t-values) and positive (β), which can be seen in Table 4.

4. Conclusions

Contribution of this research is two-fold that are namely, theoretical and practical. Based on the findings of this research, it can be seen that moderation effect is positive and significant. Therefore, ES is a vital matter that can enhance the involvement level of employees within hotels as well as enhancing the linkage between SMO and OCB (Hypotheses 5 and 6), the moderating effect of ES is significant in this study which shows essentiality of this variable, particularly in the context of hotel sector. This finding is in consensus with similar studies [7,60] and contributes to the literature of OCB and SMO alike through application of the proposed model. The direct effect of SMO on OCB and EI cannot be neglected as it is highly important for hotels to have employees who are encouraged to behavior sustainably and have the willingness to exhibit extra-role behaviors (Hypotheses 1 and 2). Furthermore, as Hypotheses 3 and 4 were supported, the importance of EI and its mediating role are to be taken into account in the current context. This shows that through establishing strategies that incorporate sustainable measures, employees are more likely to engage in behaviors that are not defined in their roles. This finding aids the literature of sustainable marketing as it expands its theoretical framework by including underlying effects and extending geographical context into Middle East and specifically, Lebanon. Accordingly, the aims of the research are achieved as hypotheses are supported and implications and interpretations are made to further highlight the contributions of this study.

4.1. Implications

According to what was noted, the current research provides implications on managerial level that managers in hotels can create an atmosphere, in which employees can better socialize, particularly for the newcomers to better adjust and fit themselves along the existing employees. This will benefit the firm as both involvement and extra-role behaviors can manifest through higher extents of socialization. Notably, the region has not receive much attention in terms of scholarly work, which further adds to the merit of this study. In terms of theory, sustainable marketing can be generalized to cultural environments such as Lebanon, and the Middle East, which enables other researchers to conduct comparative studies. From a managerial point of view, managers and decision-makers of hotels of Erbil can benefit from this finding and implement sustainable strategies in their business models so that as a subsequent, competitive advantage and higher profit-making can be gained (e.g., especially social engagement to interact with societal issues, and enhancing ethical capabilities as the region needs advancements in this regard). This is further in consensus with the extant literature [9,13,49,88]. It can be deduced that sustainable marketing strategies are not only valid and useful for Western nations and developed countries, but they can benefit developing and emerging economies such as, Lebanon. Managers in hotel sector of Lebanon can embed such strategies to ensure quality services alongside employees that go beyond the norms and provide competitive services to customers, yielding a better international and local image.
Lastly, the mediating role of EI on SMO and OCB was found to be significant. Theoretical implication of this finding can aid scholars in designing new models in this context. Additionally, this mediating effect can be generalized, implying its significance. This implies that through enhanced involvement, employees are more likely to exhibit positive behaviors toward their firm, and the environment. Via adequate leadership and management, the degree of which employees are involved in their jobs can be increased to provide a sense of positivity and engagement to individuals. This will further lead to positive employee outcomes such as, innovation and OCB [67]. Therefore, it is concluded that the current model contributes to theoretical understanding of sustainability through inclusion of variables that have not been examined in such model/context as well as having tangible implications for managers in hotel industry, especially those located and functioning in Lebanon. Embedding modern methods such as SMO and encouraging socialization and involvement in service sector is vital since customers and end-users are in contact with employees. Therefore, having employees that are willing to go beyond the norms of their roles and initiate in behaviors that are positive, will have a positive consequence. This is derived from their interactions with customers, which in turn benefits the company as a whole. These findings are within the premises of JD-R model, resource-based theory of competitive advantage and resource advantage theory. In this respect, these theories have been used in a new context using complex analytical methods to provide a better understanding on their usage in modern systems of tourism and hospitality. Moreover, literature of sustainability and organizational behavior can benefit from current findings as it improves generalizability of empirical findings.

4.2. Limitations and Recommendations

The current research was limited in terms of number of hotels which can increase the validity of items as well as generalizability of results. Hence, it is recommended that future studies increase their sampling. Notably, the current research was limited as it addressed employees. Future studies can include managers to establish a more comprehensive examination of cross-effects that exists between staff and their leaders. Furthermore, control variables of this study can be included to further provide a deeper understanding regarding their effects. Multi-group analyses can be a useful tool in this regard. Moreover, this study was limited regarding its context since there are no studies conducted in Beirut or Middle East with similar theoretical model. Hence, it is recommended that future studies examine this model in similar cultural contexts to provide comparative results that can benefit scholars as well as practitioners within the industry.

Author Contributions

Conceptualization, M.G.; methodology, S.K.; software, S.A.S.; validation, S.A.S.; formal analysis, S.A.S.; investigation, S.K.; resources, M.G.; data curation, S.K.; writing—original draft preparation, S.K.; writing—review and editing, M.G.; visualization, M.G.; supervision, M.G.; project administration, S.K. All authors have read and agreed to the published version of the manuscript.

Funding

The author(s) reported that there is no funding associated with the work featured in this article.

Institutional Review Board Statement

The study was approved by the Institutional Review Board of Girne American University, (Ref No.: 2020-21-Fall-0014).

Informed Consent Statement

Not applicable.

Data Availability Statement

Not applicable.

Conflicts of Interest

The authors declare no conflict of interest.

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Sustainability 14 08805 g001 550
Figure 1. Research model.
Figure 1. Research model.
Sustainability 14 08805 g001
Table
Table 1. Reliability and convergent validity.
Table 1. Reliability and convergent validity.
ConstructsSub-DimensionsIndicatorsOuter LoadingsAlphaRho ACRAVE
Sustainable Marketing OrientationStrategic IntegrationSI10.7450.8070.8130.8120.671
SI20.899
SI30.915
SI40.781
SI50.757
SI60.913
Societal EngagementSE10.8670.7950.8040.8020.752
SE20.821
SE30.899
SE40.910
SE50.766
Ethical CapabilitiesEC10.8450.7370.7490.7410.722
EC20.779
EC30.895
EC40.919
Employee Socialization — ES10.8140.8840.8920.8850.749
ES20.851
ES30.818
ES40.775
ES50.797
ES60.848
ES70.755
ES80.821
ES90.837
ES100.788
ES110.780
ES120.767
Employee Involvement — EI10.8540.8960.9010.8980.596
EI20.884
EI30.894
EI40.750
Organizational Citizenship BehaviorAltruismALT10.8990.8320.8440.8350.703
ALT20.887
ALT30.739
ALT40.768
ALT50.789
ALT60.857
Generalized
Compliance		GC10.8420.7610.7630.7640.667
GC20.808
GC30.780
GC40.848
GC50.899
GC60.789
GC70.807
GC80.891
Table
Table 2. Heterotrait-Monotrait ratio (HTMT).
Table 2. Heterotrait-Monotrait ratio (HTMT).
SISEECESEIALT
SI
SE0.734
EC0.4630.517
ES0.7310.6080.782
EI0.5950.7320.6410.761
ALT0.7030.4580.6450.7550.834
GC0.6920.4820.8120.5920.5410.716
Table
Table 3. Assessment of reflective-formative constructs.
Table 3. Assessment of reflective-formative constructs.
ConstructItemsConvergent ValidityWeightsVIFt-Statistics
SMOSI0.7410.5431.8345.621 ***
SE0.4631.9422.153 *
EC0.5322.4856.274 ***
OCBALT0.7260.3581.7412.964 **
GC0.4212.39544.745 ***
Notes: * p < 0.10; ** p < 0.05; and *** p < 0.001.
Table
Table 4. Hypothesis testing.
Table 4. Hypothesis testing.
EffectsRelationsβt-StatisticsƑ2Decision
Direct
H1SMO → EI0.2944.203 ***0.051Supported
H2SMO → OCB0.1862.841 **0.034Supported
H3EI → OCB0.4016.195 ***0.147Supported
Mediation
H4SMO → EI → OCB0.1182.792 **0.024Supported
Interaction
H5SMO × ES → EI0.1422.247 *0.027Supported
H6EI × ES → OCB0.1752.759 **0.032Supported
Control Variables
Age → OCB 0.0911.403
Gender → OCB0.0731.107
Position → OCB0.1372.137 *
R2EI = 0.26/Q2EI = 0.16
R2OCB = 0.64/Q2OCB = 0.41
SRMR: 0.029; NFI: 0.935
Notes: * p < 0.10; ** p < 0.05; and *** p < 0.001.
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Khawand, S.; Ghasemi, M.; Sahranavard, S.A. Employee Involvement and Socialization as an Example of Sustainable Marketing Strategy and Organization’s Citizenship Behavior: Empirical Evidence from Beirut Hotel Sector. Sustainability 2022, 14, 8805. https://doi.org/10.3390/su14148805

AMA Style

Khawand S, Ghasemi M, Sahranavard SA. Employee Involvement and Socialization as an Example of Sustainable Marketing Strategy and Organization’s Citizenship Behavior: Empirical Evidence from Beirut Hotel Sector. Sustainability. 2022; 14(14):8805. https://doi.org/10.3390/su14148805

Chicago/Turabian Style

Khawand, Sonia, Matina Ghasemi, and Seyed Arash Sahranavard. 2022. "Employee Involvement and Socialization as an Example of Sustainable Marketing Strategy and Organization’s Citizenship Behavior: Empirical Evidence from Beirut Hotel Sector" Sustainability 14, no. 14: 8805. https://doi.org/10.3390/su14148805

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