Round 1

Reviewer 1 Report

Please revise the comments. 

Comments for author File: Comments.pdf

Author Response

Manuscript ID sustainability- 2087935

The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

Reviewer 1

Reviewer 1, Comment 1:

1. The manuscript's title is a little perplexing, and I suggest that the authors reconsider it. The title should be catchy and reader friendly. The title can be rephrased as ‘A moderated mediation analysis.
   
   

Our response:

Many thanks for this constructive comment. In response, we have edited the title to be clearer and simpler for the readers, which reads as follows:

 The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

 

Reviewer 1, Comment 2:

2. This paper mainly focused on the Green HRM with hospitality industry, I think needs to give the more justifications regarding hospitality industry. Author must needs to write the introduction on hospitality sector.

Our response:

Many thanks for this constructive comment. In response, we have made careful revisions to our introduction section, with particular attention to making the introduction far more focused and relevant to the hospitality industry. These changes are marked in red throughout sections 1. Introduction (pp. 2-6). Also, we have included an entire new paragraph to specifically discuss and justify our topic in the hospitality industry, and can be found in red on pages 2-5 as follows:

We hope you will agree that the reworked introduction, along with the addition of more up-to-date references and a strengthened standard of argument throughout the paper, have ensured that the revised manuscript is of a much higher standard. Once again, we are grateful for this constructive comment.

 

 

Reviewer 1, Comment 3:

3. Please must mention the theory between the constructs of Green HRM and Green Creativity. I think authors must focus on the literature review regarding grounded theory. Furthermore, please justify this paper.

Our response:

Many thanks for this point, with which we totally agree. In the revised manuscript, we have substantially revised and edited this section (2.1. Green HRM and Green creativity) to discuss the main theory behind this relationship. These changes can be found in red in section on pages 5-7.

Reviewer 1, Comment 4:

4. I have concern about the methods which methods they have used for data collection. Please clarify in the paper.

Our response:

Many thanks for this comment. In response, we have edited and revised the methods section to make it clear and focused, , which reads as follows:

A positivist research philosophy was utilized with a quantitative approach to validate the proposed framework, and quantitative data were collected using online survey to address different levels of the study. The data were gathered from hotels in Saudi Arabia, and respondents were assumed to be workers of these establishments. Two types of data are collected from respondents: demographic information about the respondents and information about the main variables (i.e., green creatvity, green HRM, environmentally specific servant leadership, and psychological green climate). Our study focused on four- and five-star hotels in Saudi Arabia. We identified 80 hotels from the Ministry of Tourism database, but only 36 with five stars and 51 with four stars consented to participate in our study. After receiving approval from the relevant departments of human resources, the questionnaires were sent to the appropriate employees. It was necessary for the respondents to return the completed questionnaire to their line managers when they had finished answering the questions. Of the 600 questionnaires that were handed out to employees personally, 300 were given to five-star hotels, and 300 to four-star hotels. Wth a response rate of 95.21 percent, 439 questionnaires were returned, of which 418 were valid. The questionnaires from the four-star hotels amounted to 261 (62.44%), while 157 (37.56%) came back from the five-star hotels . Most of the respondnets (61%) were male. The mean age was 43 and mean service tenure was 5.5 years.

Reviewer 1, Comment 5:

5. Authors are advised to use recent and relevant references. Furthermore, authors are encouraged to properly edit their manuscripts to eliminate any potential grammatical errors or linguistic concerns. I think that hiring an English native speaker to do the necessary editing to improve the manuscript's flow and rectify the language can be beneficial.

 

Our response:

Many thanks for this suggestion. Following your kind comment, we have carefully edited the paper to enhance its readability. To further consider your comment, a professional British Editor has edited the paper and provided careful proof reading for its contents.

We wish to thank Reviewer 1 for such useful comments. We greatly appreciate the time and effort you devoted to your review. We have done our best to address all your suggestions in our revised version, and we hope you agree that the paper is now much stronger and better-argued as a result.

 

 

Author Response File: Author Response.pdf

Reviewer 2 Report

The paper aims at developing an integrated model to explain the main causal recipes that lead to high green creativity in the hotels industry. There are are some issues that need to be improved.

Introduction needs to be improved.  The interest of the topic, the gaps in the literature, the objective, and the contributions of the paper need to be improved.

No Figure in the supplementary files.

It is recommended to improve the discussion section.

The conclusions need to be improved to explain the contributions of the work and the practical implications.

Author Response

Manuscript ID sustainability- 2087935

 

The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

Reviewer 2

Reviewer 2, Comment 1:

1. Introduction needs to be improved.  The interest of the topic, the gaps in the literature, the objective, and the contributions of the paper need to be improved.

Our response:

Many thanks for this constructive comment. In response, we have made careful revisions to our introduction section, with particular attention to making the introduction far more focused and relevant to the gaps in the literature review, the main objectives, and the contributions. These changes are marked in red throughout sections 1. Introduction (pp. 2-5). Also, we have included an entire new paragraph to specifically discuss and justify our topic in the hospitality industry, and can be found in red on pages 2-5 as follows:

Our research extends GHRM and green creativity literature in the following ways: first, firms in the hospitality industry face massive sustainability challenges, which call for their attention to green management and environmental sustainability [4,7]. Hospitality firms can address these challenges by adopting GHRM practices [3] to achieve green creativity [8]. Second, our study expands the budding stream of research on the role of GHRM in generating green creativity in the hospitality sector. It further adds to individual-level green creativity to the expanding body of green organizational outcomes. Based on an emerging Asia economy (Saudi Arabia), this study seeks to establish empirical evidence linking GHRM and green creativity at the individual level. These findings add to the novelty of this inquiry and enhance further generalization of the results to the hospitality sector in Asia’s emerging economies.

 

 

 

Reviewer 2, Comment 2:

2. No Figure in the supplementary files.

Our response:

Many thanks for this comment. In response, we have included all the study figures. Please kindly see the attached file (Figure).

 

Reviewer 2, Comment 3:

3. It is recommended to improve the discussion section.

Our response:

Many thanks for this point, with which we totally agree. In the revised manuscript, we have substantially revised and edited this section (5. Discussion and implication) to discuss the main study findings and compare and contrast them with prior research findings. These changes can be found in red in section on pages 20-22.

Reviewer 2, Comment 4:

4. The conclusions need to be improved to explain the contributions of the work and the practical implications.

Our response:

Many thanks for pointing this out. As a result, we have made careful revisions to our conclusion section, with particular attention to making the theoretical and practical implication far more focused and relevant. These changes are marked in red throughout sections 6. Conclusion and can be found in red on pp. 25-26 as follows:

 

6. Conclusions

  The main purpose of this study was to develop an integrated model that could supply the main causal recipes leading to high green creativity in the hotel industry. We used complexity theory and fsQCA to develop a combination of green HRM, environmentally specific servant leadership, and psychological green climate that would precede high green creativity. Data were collected from employees in Saudi Arabian hotels to address the research questions. Our findings revealed four main causal recipes that can lead to high levels of green creativity. It also indicated that no single factor was sufficient to drive employees’ green creativity, but three causal recipes (i.e., green HRM, environmentally specific servant leadership, and psychological green climate) were demonstrated as achieving high green creativity. Our study provides hotels managers with meaningful implications that can help them to develop new approaches and strategies to improve employees’ green creativity.

   Our study contributes to the GHRM and green creativity literature in different ways. First, businesses in the hospitality sector confront significant sustainability difficulties that necessitate a focus on green management and environmental sustainability. To combat these difficulties, the hospitality industry can implement GHRM methods to foster environmentally responsible innovation. Second, our research contributes to the growing body of literature on the function of GHRM in inspiring environmentally conscious innovation in the hospitality industry. It is a further contribution to the growing body of green organisational results, including green creativity at the person level. This research, conducted in a rising Asian economy (Saudi Arabia), aims to provide empirical evidence connecting GHRM and green innovation at the human level. These results expand the scope of the investigation and strengthen the possibility of extrapolating the findings to the hospitality industry in Asia's developing economies.

  Our study has some limitations that may help future researchers to develop it and generalise the results. First, we gathered data from only one country (Saudi Arabia) to test the proposed conceptual framework. Future research can collect data from other countries, such as developed countries, and compare the results to generalise the findings of this study. Second, we used a survey to collect the required data. Further examinations can use other methods such as experiments and qualitative methods to avoid the concerns about common method bias and social desirability. Third, our model focused on green HRM, environmentally specific servant leadership, and a psychological green climate to develop the causal recipes that can improve green creativity. To improve the predictive power of our proposed model, future studies can include other variables such as psychological empowerment. Finally, our study proposed an integrated model to explore the causal recipes that stimulate green creativity at the individual level. Future research can explore the relationships between these causal recipes at the organisational level.

We wish to thank Reviewer 2 for such useful comments. We greatly appreciate the time and effort you devoted to your review. We have done our best to address all your suggestions in our revised version, and we hope you agree that the paper is now much stronger and better-argued as a result.

 

 

Author Response File: Author Response.pdf

Reviewer 3 Report

I realize that great work and time have been devoted to this paper. It has a lot of strengths, but I think that some changes should be recommended. 

Title: the title does not adequately reflect the content of the paper. Please, try to change it to better inform the readers about the relationships between the variables you test and also inform them about the quality of your sample.

Abstract:

Less information appears in the abstract. Maybe expanded by adding the most relevant findings. Please, take into account that the abstract is the unique part of your paper that most of the readers could read. Hence, more information would be better. Here, and in the rest of the paper, avoid the use of abbreviations.  

Keywords: it is better to enlist your keywords alphabetically. Do not use keywords already captured in the title of the manuscript.

Introduction

The literature revision has some references that are too old. Besides citing some papers from 2001, you can consider some relevant papers on the topic RECENTLY published in other Journals. There are some Journals that suggest a high percentage of references published during the last five years. The introduction is too brief. The most relevant findings related to the constructs under study should be summarized.

Methodology

The Instruments or Questionnaires section needs more information. Please, some examples of items should be provided to the readers. If you can, please inform me about previous studies where the same instrument has been used and the reliability obtained in that research.

Results

Throughout the paper, but mostly in the results section, there are many abbreviations. This renders it too difficult for readers to understand the content. Related to your results, I would suggest you clarify for readers which is the content of each figure, for instance, in Figure 2: Are the values the unstandardized regression coefficients, and standard errors?

Discussion:

First of all, try to adjust your conclusions to the findings better. Or to say in other words, please try to justify more clearly the connection between your conclusions and your findings.

Finally, a section related to limitations, future lines of investigation, and the principal contributions of the research could be attractive. Your paper has a lot of relevant implications for educators, psychologists, society, and policymakers, but you need to elaborate more on this topic.

 

 

Author Response

Manuscript ID sustainability- 2087935

 

The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

Reviewer 3

Reviewer 3, Comment 1:

1. Title: the title does not adequately reflect the content of the paper. Please, try to change it to better inform the readers about the relationships between the variables you test and also inform them about the quality of your sample.

Our response:

Many thanks for this constructive comment. In response, we have edited the title to be clearer and simpler for the readers, which reads as follows:

 The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

 

Reviewer 3, Comment 2:

2. Abstract: Less information appears in the abstract. Maybe expanded by adding the most relevant findings. Please, take into account that the abstract is the unique part of your paper that most of the readers could read. Hence, more information would be better. Here, and in the rest of the paper, avoid the use of abbreviations.  

 

Our response:

Many thanks for this constructive comment. In response, we have made careful revisions to our study abstract, which reads as follows:

Executive Summary: As a consequence of climate change, hotels are under mounting pressure to cut their carbon emissions, reduce their waste, and overall become more responsible in their operations. Given  this context, experts claim that organisational HR practices have immense ability to mould the behaviours of individuals. On the basis of w theory, we used a configuration of green HRM, environmentally specific servant leadership, and psychological green climate to develop causal recipes for stimulating green creativity in hotel employees. Data ere collected from 418 employees and analysed using an fsQCA to test the proposed model. Findings revealed that no single construct was sufficient to predict employees’ green creativity, but three causal recipes (i.e., green HRM, environmentally specific servant leadership, and psychological green climate) can be demonstrated to produce high green creativity. The study findings show that green human resources managment practices influence individual green creativity. It also indicated that environmentally specific servant leadership is a key driver of green creativity. Moreover, psychological green climate has a signifcant influence on green creativity. Our study has meaningful implications for hotel managers that can help them to develop new approaches and strategies to improve the employees’ green creativity by paying attention to green human resources managment practices, environmentally specific servant leadership, and psychological green climate.

 

Reviewer 3, Comment 3:

3. Keywords: it is better to enlist your keywords alphabetically. Do not use keywords already captured in the title of the manuscript.

Our response:

Many thanks for this point, with which we totally agree. This has been undertaken, which reads as follow:

Keywords

Complexity theory, environmentally specific servant leadership, green creativity, green human resources managment, and psychological green climate

Reviewer 3, Comment 4:

4. Introduction: The literature revision has some references that are too old. Besides citing some papers from 2001, you can consider some relevant papers on the topic RECENTLY published in other Journals. There are some Journals that suggest a high percentage of references published during the last five years. The introduction is too brief. The most relevant findings related to the constructs under study should be summarized.

Our response:

Many thanks for this constructive comment. In response, we have made careful revisions to our introduction section, with particular attention to making the introduction far more focused and relevant to the hospitality industry. These changes are marked in red throughout sections 1. Introduction (pp. 2-6). Also, we have included an entire new paragraph to specifically discuss and justify our topic in the hospitality industry and can be found in red on pages 2-5.

• To further consider your comment, we have added some recent and relevant academic articles within the introduction section.

 

Reviewer 3, Comment 5:

5. Methodology: The Instruments or Questionnaires section needs more information. Please, some examples of items should be provided to the readers. If you can, please inform me about previous studies where the same instrument has been used and the reliability obtained in that research.

 

Our response:

Many thanks for this suggestion. Following your kind comment, we have carefully added some examples of the study measurements and can be found in red on pages 13-14, which reads as follows:

 

3.2. Conceptualising the measures

   Green human resources management was measured using seven items adopted from prior validated measurements [19,23,67,71]. An example of these items is (i.e., “My hotel sets green goals for its employees”). Green creativity was evaluated using five items adopted from previous studies [18,24,36]. An example of these items is (i.e., “I suggest new ways to achieve environmental goals”). Environmentally specific servant leadership was assessed using eight items adopted from prior research [10,15,34,49]. An example of these items is (i.e., “My supervisor cares about my eco-initiatives”). Finally, we measured the psychological green climate using four items adopted from previous research [26,61,72]. An example of these items is (i.e., “Our hotel is interested in supporting the efforts made to handle environmental problems”). The respondents were asked to respond to all the questions by means of a five-point Likert scale. In addition, the measurements were drafted initially in English, and then an expert who could translate between English and Arabic translated the measurements into Arabic. Next, we checked that all of the measurements were comparable by translating them back into English. In order to evaluate the readability of the questions, the amount of time to complete the survey, and any other problems that ight have been present, a pilot study asked  twenty employees to fill out the questionnaire. The results of the pilot research were positive; thus, it was decidethat s no changes weere needed.

 

Reviewer 3, Comment 6:

6. Results: Throughout the paper, but mostly in the results section, there are many abbreviations. This renders it too difficult for readers to understand the content. Related to your results, I would suggest you clarify for readers which is the content of each figure, for instance, in Figure 2: Are the values the unstandardized regression coefficients, and standard errors?

 

Our response:

Many thanks for this suggestion. Following your kind comment, we have carefully edited the paper to enhance its readability. To further consider your comment, we avoided the abbreviations in our paper as much as we can (Please kindly see the revised manuscript).

 

Reviewer 3, Comment 7:

6. Discussion: First of all, try to adjust your conclusions to the findings better. Or to say in other words, please try to justify more clearly the connection between your conclusions and your findings.

Finally, a section related to limitations, future lines of investigation, and the principal contributions of the research could be attractive. Your paper has a lot of relevant implications for educators, psychologists, society, and policymakers, but you need to elaborate more on this topic.

 

Our response:

Many thanks for this very constructive point, with which we totally agree. In the revised manuscript, we have substantially revised and improved section 5. Dicussion and implications and 6. Conclusions to elaborate the main contributions of our study.  To further consider your comment, we have edited and revised the conclusions section, which reads as follows:

6. Conclusions

  The main purpose of this study was to develop an integrated model that could supply the main causal recipes leading to high green creativity in the hotel industry. We used complexity theory and fsQCA to develop a combination of green human resources management, environmentally specific servant leadership, and psychological green climate that would precede high green creativity. Data were collected from employees in Saudi Arabian hotels to address the research questions. Our findings revealed four main causal recipes that can lead to high levels of green creativity. It also indicated that no single factor was sufficient to drive employees’ green creativity, but three causal recipes (i.e., green human resources management, environmentally specific servant leadership, and psychological green climate) were demonstrated as achieving high green creativity. Our study provides hotels managers with meaningful implications that can help them to develop new approaches and strategies to improve employees’ green creativity.

   Our study contributes to the green human resources management and green creativity literature in different ways. First, businesses in the hospitality sector confront significant sustainability difficulties that necessitate a focus on green management and environmental sustainability. To combat these difficulties, the hospitality industry can implement green human resources management methods to foster environmentally responsible innovation. Second, our research contributes to the growing body of literature on the function of green human resources management in inspiring environmentally conscious innovation in the hospitality industry. It is a further contribution to the growing body of green organisational results, including green creativity at the person level. This research, conducted in a rising Asian economy (Saudi Arabia), aims to provide empirical evidence connecting green human resources management and green innovation at the human level. These results expand the scope of the investigation and strengthen the possibility of extrapolating the findings to the hospitality industry in Asia's developing economies.

  Our study has some limitations that may help future researchers to develop it and generalise the results. First, we gathered data from only one country (Saudi Arabia) to test the proposed conceptual framework. Future research can collect data from other countries, such as developed countries, and compare the results to generalise the findings of this study. Second, we used a survey to collect the required data. Further examinations can use other methods such as experiments and qualitative methods to avoid the concerns about common method bias and social desirability. Third, our model focused on green human resources management, environmentally specific servant leadership, and a psychological green climate to develop the causal recipes that can improve green creativity. To improve the predictive power of our proposed model, future studies can include other variables such as psychological empowerment. Finally, our study proposed an integrated model to explore the causal recipes that stimulate green creativity at the individual level. Future research can explore the relationships between these causal recipes at the organisational level.

We wish to thank Reviewer 3 for such useful comments. We greatly appreciate the time and effort you devoted to your review. We have done our best to address all your suggestions in our revised version, and we hope you agree that the paper is now much stronger and better-argued as a result.

 

 

Author Response File: Author Response.pdf

Reviewer 4 Report

This is a well-written paper. Only the implications part needs more practical supplementation.

Author Response

Manuscript ID sustainability- 2087935

 

The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

Reviewer 4

Reviewer 4, Comment 1:

1. This is a well-written paper. Only the implications part needs more practical supplementation.
   
   

Our response:

We are grateful for these very constructive and positive suggestions. In response, we have carefully revised section 5. Findings and implications (in red, pp. 20-25), expressing more clearly our study implications, which reads as follows.

5. Discussion and implications

5.1. Key findings

   This study built an integrated research model by relying on complexity theory as its foundation. The model made two propositions. According to the findings of this research, green human resource management, environmentally focused servant leadership, and a psychological green climate can all combine to generate configurations that accurately predict green creativity. As a means to achieving this goal, a conceptual model was developed to serve as the foundation for determining the above combinations. The findings, particularly the clear role of green human resources management, iincluded as a key element in three of the four solutions, are particularly interesting for a number of reasons. In point of fact, green human resource management results in high levels of green creativity regardless of whether environmentally specific servant leadership and psychological green climate are present or absent (Solutions 1–3). Surprisingly, enhanced green human resources management, regardless of psychological green atmosphere, paired with very ecologically focused servant leadership will increase green creativity, when all other structures are missing (Solution 4).

   This is consistent with observations from past researchers [19,34,41,55,78]. They indicate that members of hotel staff are able to implement the green human resources managment principles within their facilities in order to boost their level of environmentally conscious creativity. When employees are made aware of the green values held by their business, they are more likely to offer fresh proposals on green ideas and solutions that can contribute to the attainment of green goals. The tenets of Social Cognitive Theory [85], which postulate that the interplay of individual elements with environmental factors impacts on behavioural outcomes, are likewise inconsistent with these findings. This is another way in which they are incongruent.

   We may deduce from the findings that green human resource management plays a vital part in developing hotel employees’ green creativity. This finding is consistent with the findings of previous studies of green creativity in the context of human resource management [23,45,67]. In one study, the researchers discovered that green dynamic capabilities had an impact on the green creativity of employees. Our finding corroborates theirs. Our finding is also consistent with the research that was conducted by previous scholars (37,86), who discovered that green human resources management had a beneficial impact on the green creativity of employees working in the hotelindustry in Saudi Arabia. They also investigated the mediating role that green human resources management has in the connection between the top management team and green innovation. We contend that green human resources management policy and practices are among the green dynamic capacities that empower and motivate workers to act more responsibly, as described by prior research [26,49,56]. This view is grounded in the idea that green human resources management policies and practices illustrate a competence that allows the growth of green dynamic capabilities. Important inferences can be derived from this study, including the fact that green creativity is an additional green consequence of sustainable human resource management. Recent studies [11,34,47,87] have shown the importance of green human resource management in encouraging green workplace behaviours among employees. The goal of the research is to address this information gap. The second inference is that HRM practices have a significant influence on individual behaviour, as we have shown in our study [39,45,67].

 

5.2. Theretical implications

   Our findings from the hospitality business allow us to make the following range of contributions to the previous research: first, the research identifies green human resources management as an important prerequisite for environmentally conscious creativity at the individual level. By examining green creativity at the individual level, we extended prior research, which has largely limited itself to the validation of the association between human resources management and hotels’ creativity [34,78,81], at the expense of the association between corporate green policies expressed through human resources management and their effect on employee innovativeness. We dif this by investigating green creativity at the individual level. Even in cases where researchers have sought to investigate the connection between green human resources management and green creativity, they have only done so at the organisational level [33,74] or the personnel level [14], without combining the two points of view in a single research project. In addition, the research offers a complete and unified model which serves as the basis for a road map showing how hotels can individually reap the benefits of green innovation. By doing this, we go beyond the application of each construct (green human resources management, environmentally specific servant leadership, and psychological green climate) and combine them to provide a fuller description of how hotels can build green creativity. Specifically, we focus on how hotels can create a psychological green climate.

   Second, the research contributes to the existing body of hospitality literature by presenting a novel idea of “green creativity.” Previous studies have investigated the mediating role that green culture has in the connection between green human resources management and the environmental performance of hotels [34,51], but they have not probed further into the factors that favour a green culture. This is the first research of its kind to explore the topic of environmentally conscious servant leadership within the context of the hospitality literature. (This idea has , however, been researched extensively in the past in the contextof companies that manufacture products [35,67,82]. In addition, we outlined the boundary conditions necessary for keeping the employee–management interphase in sync. in order to promote environmental behaviours through the application of environmentally specialised servant leadership. This helps to promote environmentally friendly behaviours. In conclusion, the findings of this research not only broaden the applicability of complexity theory in the field of green management research, but also offer a theoretical complement to the social exchange theory, which is a theory that is typically used in green management research [21,67,72]. The link between green human resources management and environmentally conscious creativity, which lends validity to the resource caravan notion, was investigated in this empirical study.

   Finally, this study extends the applicability of the conservation of resource in the green management research as well as provides a theoretical complementary to the social exchange theory that has been commonly applied in green management research [21,29]. While the social exchange perspective explains how the staff exchange resources (reciprocity), the conservation of resource explains why employees engage in the resource investment process (i.e., accrue and conserve resources). Additionally, the conservation of resource provides for the interunit transfer of resources (from source to recipient) as well as from one form (personal) to another (task) within a certain entity. This interunit transfer demonstrates a resource caravan [37]. This empirical study gives support for the resource caravan concept through the link between green human resources management and green creativity.

5.3. Managerial implications

   This research has three actionable repercussions to report, all of which are connected to greening the hospitality industry. First, the findings are advantageous to organisations, particularly in the hotel industry, in encouraging employee behaviour that is environmentally friendly. This is because the research objectives were fulfilled by the findings. According to the findings, having green human resources management traits can help an organisation to  recruit, retain, and cultivate staff members who are aware of the environment and who, as a result, support the greening agenda of the business. This study will persuade management authorities in the hotel sector to revisit and adhere to what prior research [47] designated as refining HR processes for green results. This conclusion follows our confirmation that green human resources management and green creativity are correlated at the individual level.

   Second, the findings of the research suggest that decision-makers and top management should encourage ecologically focused servant leadership in order to develop a green culture and stimulate green innovation in employees. Previous studies have shown that green human resources management is responsible for the development of environmentally conscious creativity [21,45,78]. According to the findings of the study, top management should devote more resources to the implementation of green human resources management because it is the origin of the four factors that make green culture possible. In this context, hotels may design rubrics to measure and monitor the effects of green human resources management in spreading  green culture among the workforce and overall green innovation. These rubrics may also be used to evaluate the effectiveness of green human resources management.

   Third, the results of this research demonstrate that, as well as ecologically specialised servant leadership, a psychologically green climate does, in fact, have a moderating role in the connections between green human resources management practices and green innovation. This suggests that the mode of leadership has an effect on the efficacy of environmentally friendly efforts. The results of the study call for policymakers and top management to nurture the green human resources management to build a green culture and boost green creativity among individuals and teams. Past research has found that green human resources management gives rise to green human resources management [21,36]. In this case, the study suggests that top management should commit more resources toward the adoption of green human resources management, which is the source of the four enablers of green culture. As a result, the findings of this study imply that upper management should make it a priority to foster ecologically focused servant leadership in order to reinforce the beneficial connection that exists between green human resources management practices and green innovation. This can be achieved by requiring leaders to make the needs of their employees and the organisation’s environment their priority [17,56,81].

 

We wish to thank Reviewer 4 for such useful comments. We greatly appreciate the time and effort you devoted to your review. We have done our best to address all your suggestions in our revised version, and we hope you agree that the paper is now much stronger and better-argued as a result.

 

 

Author Response File: Author Response.pdf

Round 2

Reviewer 2 Report

After modification ,the quality of this paper is improved a lot. Good structure of the article, reasoning conducted in a logical manner, results presented in a legible manner, final conclusions are justified by the presented results.

Author Response

Manuscript ID sustainability- 2087935

 

The antecedents of hotels’ green creativity: the role of green HRM, environmentally specific servant leadership, and psychological green climate

Reviewer 2

Reviewer 2, Comment 1:

Are the research design, questions, hypotheses and methods clearly stated? Can be improved.

Our response:

Many thanks for this constructive comment. In response, we have made careful revisions to our research design, questions, hypotheses and methods sections, with particular attention to making them far more focused and clearer (Please kindly see the revised manuscript).

 

Reviewer 2, Comment 2:

Are the arguments and discussion of findings coherent, balanced and compelling?

Our response:

Many thanks for this comment. In response, we have revised the discussion section to make the arguments and discussion of the findings more coherent, balanced and compelling (Please kindly find see the revised section 5. Discussion and implications).

 

Reviewer 2, Comment 3:

For empirical research, are the results clearly presented?

Our response:

Many thanks for this point, with which we totally agree. In the revised manuscript, we have substantially revised and edited this section (4.3. Findings) to discuss the main study findings and compare and contrast them with prior research findings.

Reviewer 2, Comment 4:

Is the article adequately referenced?

Our response:

Many thanks for pointing this out. As a result, we have made careful revisions to our manuscript, with particular attention to adding more recent and relevant academic references.

Reviewer 2, Comment 5:

Are the conclusions thoroughly supported by the results presented in the article or referenced in secondary literature?

Our response:

Many thanks for this comment. In response, we have revised the conclusion to be supported by the results presented in our study analysis.

We wish to thank Reviewer 2 for such useful comments. We greatly appreciate the time and effort you devoted to your review. We have done our best to address all your suggestions in our revised version, and we hope you agree that the paper is now much stronger and better-argued as a result.

 

 

Author Response File: Author Response.docx