| In the context of constant growth in tourism and globalization, a sustainable development (SD) orientation is an organizational strategy that allows firms to stand out from the competition and that fosters the development of an industry that relies on nature and culture to develop. Because theses two phenomena lead on the one hand, the degradation of natural, social and cultural environments in response to the growing needs of tourists in the service of transportation, accommodation and entertainment, and on the other hand, the increase of global competitors. For example, in 2009, the International Hotels & Restaurants Association nombered 300,000 hotels and 8 million restaurants, and the hospitality industry having generated an economic impact valued at 950 billion U.S. dollars.;To understand this issue, we conducted a multilevel study using multiple methods to explore, qualitatively, how and to what extent Quebec hotels managers have initiated a process of SD and, quantitatively, to identify the antecedents and impacts of SD practices on hotel customer satisfaction in Quebec.;Five case studies were realized in the qualitative phase of our research. During the Fall of 2006 and the Winter of 2007, interviews with the leads of five hotels of various size and type of ownership were recorded. An interview guide and a grid identification of SD practices applicable in hotels were used. The hotels are rated 3 or 4 stars and are from four of Quebec's tourist areas. Six others hotels were added in the quantitative phase of our research. A survey assessing customer satisfaction with regard to SD practices was thus realized in these eleven hotels. Principal components;factor analysis and structural equation modeling validated our measurement arid research model.;However, few tourism organizations have started to date an implantation of sustainable development particularly in the hospitality industry, while the level of adherence to the eco-certification program administered by the Hotel Association of Canada is only 12 %.;In a first step, we identified the implementation of SD approaches in five hotels sites. It shows that the intensity of SD practices adopted vary according to strategic and operational factors. On the one hand, the values of hotel leads and their knowledge of environmental issues as well as the hotel's size are influential factors. On the other hand, the appointment of a SD manager, the presence of a SD committee that provides informational and communicational support, and the attitudes of all stakeholders facilitate the implementation of SD practices. We also identified difficulties with regard to the diffusion and benefits evaluation of the SD orientation.;In a second step, the quantitative results show that the responsible behaviour of customers at home influences the selection criteria for choosing a hotel, including the criteria linked to the SD orientation adopted by the hotel. These criteria also influence the satisfaction of customers. Finally, guests staying at hotels that show a higher level of intensity of adoption of SD practices have a higher level of satisfaction. |
