From Compliance to Culture: Managerial Perceptions of Environmental Sustainability in Five-Star Hotels in Gauteng, South Africa

Abstract

Sustainability has become a strategic priority in the hospitality sector, particularly in luxury hotels where environmental responsibility must be balanced with high service quality. This study explores hotel managers’ perceptions and experiences of implementing environmentally friendly practices in five-star hotels in Gauteng, South Africa. A qualitative research approach, guided by a constructivist paradigm, was employed using semi-structured interviews with seventeen middle-level managers from major departments in the hotels. Data were manually and software-coded, and thematic analysis produced nine interrelated themes: Adoption Culture, Collaboration Networks, Consumption Tracking, Guest Revenue Drivers, Operational Shifts, Operational Prioritisation, Staff Enablement, Structural Constraints, and Valued Pragmatism. The findings indicate that managers generally perceive sustainability as both an ethical responsibility and a business imperative, particularly in relation to brand reputation, guest expectations, and cost efficiency. However, implementation is constrained by infrastructural instability, high initial investment costs, limited supplier availability, and occasional resistance from staff and guests. The study highlights the importance of embedding sustainability within governance systems, staff practices, and organisational culture to support long-term adoption. This research offers context-specific insights into sustainability implementation in South African luxury hotels and provides practical value for hotel managers, policymakers, and sustainability stakeholders operating in resource-constrained environments.

1. Introduction

Environmental sustainability has become a central strategic concern in the global hospitality industry, driven by increasing ecological pressure, changing customer expectations, and the operational need to reduce resource consumption. Luxury hotels, in particular, must balance high service standards with responsible environmental management to remain competitive and relevant in a shifting marketplace [1]. Growing consumer awareness has intensified these demands, with guests increasingly preferring accommodation providers that demonstrate transparent and measurable sustainability commitment [2].

In the South African context, sustainability has grown from a voluntary initiative into an operational necessity. Five-star hotels in Gauteng operate in a challenging environment characterised by water scarcity, fluctuating energy supply, regulatory pressures, and the need to demonstrate responsible tourism development [3]. Managers are therefore required not only to implement environmentally friendly practices but also to justify these initiatives in terms of financial viability, operational feasibility, and guest experience.

While global research acknowledges the adoption of green technologies and practices in hospitality, fewer studies have examined sustainability from the perspective of hotel managers, especially in developing countries [4]. Managerial perceptions are critical because they shape implementation decisions, influence organisational culture, direct investment priorities, and determine how sustainability is communicated to staff and guests [5]. Understanding how managers view these practices provides insight into how sustainability becomes embedded in daily operations, reporting structures, supplier relationships, and employee behaviour. Five-star hotels represent an important research focus because they set service and operational benchmarks for the broader sector and often lead in innovation adoption. However, their sustainability efforts are shaped by complex pressures, including brand expectations, cost constraints, infrastructure instability, and the high service expectations of affluent guests [6].

This article contributes to addressing this gap by examining the perceptions and lived experiences of managers in five-star hotels in Gauteng, South Africa. Drawing on data from a larger dissertation, the study focuses specifically on managerial perceptions of environmentally friendly practices and addresses the following research questions:

Research Questions

• How do managers in five-star hotels in Gauteng perceive the importance of environmentally friendly practices?
• What organisational, operational, and contextual factors influence the implementation and prioritisation of environmentally friendly practices in luxury hotels?
• How are environmentally friendly practices embedded into organisational culture and daily hotel operations?

By investigating these questions using qualitative interviews with 17 managers across operational departments, this study provides insight into how sustainability becomes embedded in organisational culture, supply relationships, governance structures and staff behaviour within high-end hotels in an emerging economy context. The study also responds to calls for more research examining sustainability adoption under resource constraints and infrastructural challenges in the African hospitality sector [6].

This study advances hospitality sustainability research in three key ways:

It conceptualises the shift from compliance-driven sustainability to culturally embedded practice by identifying a staged managerial process through which environmentally friendly practices become normalised within luxury hotel operations.

It introduces Valued Pragmatism as a context-sensitive explanatory mechanism, demonstrating how sustainability initiatives are sustained in resource-constrained environments when they deliver measurable operational, financial, and reputational value.

It provides empirically grounded insight from an emerging economy luxury hotel context, extending predominantly Global North sustainability models by showing how infrastructural instability and supplier limitations shape managerial decision-making and cultural internalisation.

2. Literature Review

Section 2.1, Section 2.2, Section 2.3, Section 2.4, Section 2.5, Section 2.6, Section 2.7 and Section 2.8 collectively build a theoretical foundation for understanding sustainability adoption in luxury hotels as a staged organisational process. The review begins with institutional and contextual drivers shaping compliance-based sustainability (Section 2.1), then examines the role of managerial perceptions and leadership in interpreting and prioritising sustainability initiatives (Section 2.2). Section 2.3 and Section 2.4 review key drivers and constraints influencing implementation decisions, while Section 2.5 and Section 2.6 focus on measurement, staff engagement, and cultural embedding mechanisms that enable sustainability to move beyond formal policy into everyday practice. Finally, Section 2.7 and Section 2.8 situate these dynamics within partnership networks and the South African luxury hotel context. This progression frames sustainability as an evolving process from compliance to culture, directly informing the study’s research questions.

2.1. The Compliance-to-Culture Sustainability Process

Sustainability has become a core pillar of modern hotel management, driven by global environmental pressures, rising operational costs and changing consumer expectations. Hotels are major consumers of water, energy and non-renewable resources, which positions the sector as a key contributor to environmental degradation but also a critical player in addressing it [1]. Many hotels all over the world are incorporating a variety of green service practices into their operations, including buying locally produced goods, recycling and adhering to environmentally friendly legislative criteria [7].

For luxury hotels, environmental responsibility must be balanced with the delivery of high service standards, creating complex tensions between guest comfort, operational efficiency and sustainability goals [6].

In emerging economies such as South Africa, sustainability adoption is shaped by contextual realities including unreliable electricity supply, water scarcity, infrastructural constraints and economic pressures [3]. These challenges can slow the implementation of green initiatives, yet they also create strong incentives for hotels to reduce resource consumption and ensure business continuity [3]. This compliance-to-culture framing aligns with institutional perspectives on organisational change, where externally imposed pressures are gradually internalised into routine practice.

2.2. Managerial Perceptions and the Role of Leadership

Managers play a central role in driving sustainability because they interpret organisational policies, allocate resources and influence staff behaviour. Managerial perceptions determine whether environmental practices are viewed as strategic priorities, compliance obligations or optional add-ons [8]. When managers view sustainability as beneficial to operational performance and brand reputation, they are more likely to invest in long-term initiatives and build a pro-environmental organisational culture [9].

In luxury hotels, where guest expectations are high and cost structures are complex, managers must balance environmental responsibility with the need to maintain service excellence. The attitude and commitment of managers therefore directly shape adoption decisions, staff engagement and investment in technologies and partnerships [10]. From an organisational culture and institutional perspective, managerial interpretations act as a critical mechanism through which externally imposed sustainability requirements are translated into internal practices and norms, influencing whether environmentally friendly initiatives remain symbolic or become embedded in everyday operations [11].

2.3. Drivers of Environmentally Friendly Practices

Research shows that the adoption of environmentally friendly practices in hotels is driven by a combination of internal and external factors. One of the primary internal drivers is cost reduction, as investments in energy-efficient systems and water-saving technologies contribute to lower operational expenses, making sustainability economically attractive for hotel management [12]. Externally, brand standards and the pursuit of competitive advantage play a significant role, particularly within international hotel chains where environmental reporting requirements and green certification standards are often mandated to ensure consistency and brand alignment [1]. In addition, growing guest awareness of environmental issues has increased demand for sustainable accommodation, with environmentally conscious guests increasingly selecting hotels based on visible and credible sustainability practices [13]. Beyond economic and market considerations, hotels also acknowledge their broader corporate responsibility, recognising the importance of contributing to environmental protection and enhancing community wellbeing through sustainable operations [14].

In South Africa, regulatory pressures such as waste management requirements and environmental auditing also shape adoption decisions [3].

2.4. Challenges in Implementing Sustainable Practices

Although sustainability initiatives are widely supported within the hospitality industry, hotels, particularly those operating in developing country contexts face significant challenges in implementing environmentally friendly practices. One of the most prominent barriers is the high upfront cost associated with green technologies, certification processes, and staff training, which can place substantial financial strain on hotel operations [15]. In addition, unreliable infrastructure, including load-shedding and water shortages, complicates the adoption of digital monitoring systems, energy-efficient equipment, and other sustainability-related technologies [9]. Limited access to consistent and reliable eco-friendly supplier networks further constrains implementation, particularly for specialised products such as biodegradable guest amenities and recycling services [16]. Behavioural challenges also persist, as resistance from staff and guests may arise when sustainability practices are poorly understood or perceived as inconvenient or disruptive to service expectations [17].

Collectively, these constraints highlight that sustainability adoption in hotels extends beyond technical considerations and is deeply influenced by economic, infrastructural, behavioural, and cultural factors.

2.5. Measuring the Effectiveness of Green Practices

Effective environmental management requires consistent measurement and reporting. Hotels commonly monitor utility consumption and compare performance on a month-to-month basis to track improvements and identify inefficiencies [5,13]. Additional measurement tools include conducting internal audits and variance analyses, collecting guest feedback on sustainability initiatives, and establishing key performance indicators (KPIs) that are aligned with brand standards. Some hotels also pursue recognised green certifications, such as Green Globe or Green Key, to formally assess and validate their environmental performance. These measurement practices support accountability within hotel operations and assist in demonstrating the return on investment of sustainability initiatives to both internal management and external stakeholders. These measurement systems also inform managerial prioritisation and resource allocation decisions by making the operational and financial implications of sustainability initiatives more visible to decision-makers [13].

2.6. Staff Engagement and Organisational Culture

Research consistently highlights the critical role of staff engagement in the successful implementation of environmentally friendly practices. Effective strategies commonly identified in the literature include environmental training programmes, awareness campaigns supported by visual prompts, the establishment of green teams or departmental committees, and the use of incentives and recognition to encourage environmentally responsible behaviour. When sustainability is embedded into everyday workplace routines, it contributes to the development of a shared organisational culture that supports long-term adoption and consistency in environmental practices [18]. From a practice-based perspective, repeated engagement in environmentally friendly routines, supported by training and social reinforcement, enables sustainability to shift from formal policy into taken-for-granted organisational practice [11].

2.7. Partnerships and External Collaborations

Hotels increasingly rely on external partnerships to support sustainability goals. These collaborations commonly involve recycling companies, local farmers and food suppliers, small and medium-sized enterprises (SMMEs) offering eco-friendly products, as well as government and tourism authorities that promote responsible tourism. Such partnership networks assist hotels in overcoming resource constraints, improving waste management systems, and strengthening relationships with local communities, thereby enhancing the overall effectiveness of sustainability initiatives [19].

2.8. Sustainability in South African Luxury Hotels

South African luxury hotels operate within unique environmental and economic conditions. The combined pressures of load-shedding, water scarcity, high costs and supply chain volatility make the implementation of sustainability initiatives more challenging compared to hotels in more resource-stable environments [20]. Nevertheless, five-star hotels remain important benchmarks for innovation and environmental leadership, and their actions shape broader industry expectations.

2.9. Linking the Literature to the Research Questions

Existing literature provides substantial insight into environmentally friendly practices within the hotel industry [5]. However, important gaps remain in relation to how such practices are perceived, prioritised, and embedded within organisational culture, particularly in luxury hotels operating in resource-constrained contexts [3].

• RQ1: Managerial perceptions of environmentally friendly practices

Prior studies have established that hotel managers generally recognise sustainability as beneficial for cost reduction, regulatory compliance, and brand reputation. Research has also documented positive managerial attitudes towards green initiatives and the strategic role of leadership in sustainability adoption. However, much of this work treats managerial perceptions as static attitudes rather than as interpretive processes shaped by contextual pressures [21]. Less is known about how managers in luxury hotels within emerging economies perceive sustainability simultaneously as an ethical responsibility and a pragmatic business necessity, particularly under conditions of infrastructural instability. This creates a gap in understanding how perceptions evolve beyond compliance-driven motivations [3].

• RQ2: Factors influencing implementation and prioritisation

The literature identifies multiple drivers and barriers influencing sustainability adoption, including cost considerations, guest expectations, regulatory pressure, and infrastructural constraints [21]. While these factors are well documented, existing studies tend to examine them in isolation [17]. There is limited empirical insight into how managers actively prioritise sustainability initiatives, balancing environmental goals against service quality, operational feasibility, and financial pressures in daily decision-making [22]. This gap is particularly evident in studies of luxury hotels operating in contexts characterised by resource scarcity and volatile infrastructure, such as South Africa.

• RQ3: Embedding sustainability into organisational culture

Research on staff engagement, green human resource practices, and organisational culture highlights the importance of training, communication, and leadership support in sustaining environmentally friendly practices [23]. Nevertheless, the literature offers limited explanation of how sustainability shifts from formal policy or compliance requirements into culturally embedded routines and shared norms. While organisational culture and institutional theory suggest that repeated practice and socialisation are central to embedding change, empirical studies rarely trace this process from managerial interpretation through to cultural internalisation within hotel operations [11]. This study addresses this gap by examining sustainability as a staged process that evolves from compliance to culture.

3. Methodology

3.1. Research Design

This study adopted a qualitative research design to explore how hotel managers perceive and implement environmentally friendly practices in five-star hotels in Gauteng. Qualitative methods are appropriate for capturing complex social phenomena, such as attitudes, motivations, and lived experiences, which cannot easily be measured through quantitative approaches [24]. A constructivist epistemology underpinned the study, recognising that meanings are co-constructed between participants and the researcher and that managerial perceptions of sustainability are shaped by contextual, organisational, and personal factors.

3.2. Sampling and Participants

Purposive sampling was used to select participants who were most knowledgeable and experienced in hotel operations and environmental practices. Seventeen middle-level managers participated, representing departments such as Housekeeping, Food and Beverage, Front Office, and Sales and Marketing within five-star hotels located in Gauteng, South Africa. These departments were selected because they intersect directly with the implementation of environmentally friendly practices in daily hotel operations. Participants were drawn from multiple five-star hotels operating in Gauteng, including both internationally branded chain hotels and independently operated luxury properties. Managers represented core operational departments with direct influence over environmentally friendly practices and had substantial organisational tenure, enabling informed reflection on sustainability implementation within their hotels.

The sample size of 17 participants was guided by the principle of information power, whereby the adequacy of qualitative samples is determined by study aim, sample specificity, use of established theory, quality of dialogue, and analytic strategy. Given the focused study aim, the specificity of the participant group, and the depth of the interviews, the sample provided sufficient information power to support robust thematic analysis. No substantially new insights emerged in later interviews, indicating adequate saturation [25].

3.3. Data Collection

Data was collected through semi-structured interviews conducted from June 2024 to October 2024. Semi-structured interviews allow for both consistency across interviews and flexibility to probe deeper into participants’ insights [26]. An interview guide ensured that key topics related to sustainability perceptions, challenges, drivers, measurement practices, staff engagement, and partnerships were covered systematically while also allowing managers to express their experiences in their own words.

Interviews were conducted face-to-face or via online platforms such as Microsoft Teams (version 24/25), depending on participant availability and preference. Each interview lasted between 20 and 25 min. All interviews were audio-recorded with participants’ consent and transcribed verbatim for analysis. The semi-structured interview guide, including example questions aligned with the research questions, is provided in Appendix A. Probing questions were used flexibly to explore participants’ responses in greater depth, considering managerial role and experience.

3.4. Data Analysis

The interview transcripts were analysed using thematic analysis, a widely utilised method in qualitative research for identifying, analysing, and reporting patterns within data [27]. Initial coding was conducted manually by the researcher to allow for close, reflexive engagement with the data. A structured preliminary codebook was developed, capturing code definitions and illustrative excerpts. An independent co-coder subsequently reviewed the transcripts and applied the codebook using ATLAS.ti (version 24/25) software. Coding comparisons were conducted iteratively, and discrepancies were discussed until consensus was reached. This process enhanced analytical rigour, reduced individual interpretive bias, and strengthened dependability.

The analysis followed six systematic steps [28]:

1. Familiarisation with the data—reviewing transcripts multiple times to become deeply immersed in the content.

2. Generating initial codes—identifying significant phrases and assigning descriptive codes.

3. Searching for themes—grouping related codes into potential themes.

4. Reviewing themes—refining themes by consolidating, splitting, or removing as necessary.

5. Defining and naming themes—clarifying the essence of each theme and how it relates to the research questions.

6. Producing the write-up—narrating the thematic insights with supporting evidence.

To enhance triangulation and reduce researcher subjectivity, a co-coder (Professor Robertson) independently reviewed the coded transcripts and final themes. Differences were resolved through discussion until consensus was reached, strengthening the credibility and dependability of the findings.

3.5. Trustworthiness

To ensure rigour in qualitative research, the study adopted strategies aligned with trustworthiness criteria [27]:

• Credibility was established through verbatim quotations that anchor findings to participants’ actual words.
• Dependability was supported by keeping an audit trail of coding decisions and theme development.
• Confirmability was enhanced through co-coding and transparent documentation of analytic procedures.
• Transferability was addressed by providing rich contextual descriptions that allow readers to determine applicability to other settings.
• An explicit evidence chain was maintained linking raw interview excerpts to codes and final themes, ensuring transparency between data, analysis, and interpretation (see Appendix B).

3.6. Ethical Considerations

Ethical clearance was obtained from the relevant institutional review board prior to data collection. Participants were provided with an information leaflet and signed informed consent forms. Participation was voluntary, and participants were informed that they could withdraw at any time without penalty. To ensure confidentiality, all hotels and managers were anonymised, and data were securely stored in password-protected files.

3.7. Researcher Reflexivity

The primary researcher is a postgraduate scholar in hospitality management with academic training in sustainability and qualitative research methods. Access to participating hotels was facilitated through professional and institutional networks; however, the researcher held no managerial authority over participants. To mitigate potential bias, reflexive memoing was employed throughout data collection and analysis, and interpretations were subjected to independent co-coding and supervisory review. This reflexive approach supported critical self-awareness and enhanced the credibility of the findings.

4. Results

This section presents the findings from the thematic analysis of semi-structured interviews conducted with managers from five-star hotels in Gauteng, South Africa. The analysis yielded nine interrelated themes that explain how environmentally friendly practices are perceived, implemented, prioritised, and sustained within luxury hotel operations. Collectively, these themes illustrate the interaction between organisational culture, governance systems, operational realities, and contextual constraints shaping sustainability adoption.

A summary of the nine themes is provided in

Table 1. Profile of participating hotels and managers.

Category	Description
Number of hotels	10 five star hotels
Hotel type	International chain (n = 3); independent hotels (n = 7)
Departments represented	Housekeeping (n = 4); Food and Beverage (n = 10); Front Office (n = 3); Sales and Marketing (n = 0)
Managerial level	Middle management
Years in current role	Range 5+ years
Total participants	17 managers

and

Table 2. Summary of key themes identified in the study.

Theme	Brief Description
Adoption Culture	Reflects the extent to which environmentally friendly practices are accepted, normalised, and embedded within hotel operations and managerial mindsets.
Collaboration Networks	Highlights the role of partnerships with suppliers, service providers, certification bodies, and external stakeholders in supporting sustainability initiatives.
Consumption Tracking	Refers to monitoring and measuring water, energy, and waste usage to assess environmental performance and identify cost-saving opportunities.
Guest Revenue Drivers	Captures how guest expectations, satisfaction, and brand reputation influence the adoption of environmentally friendly practices.
Operational Shifts	Describes changes to daily operational procedures and systems to support environmentally sustainable practices.
Operational Prioritisation	Explores how managers balance environmental initiatives against financial, service quality, and operational demands.
Staff Enablement	Relates to training, awareness, motivation, and staff involvement in implementing and sustaining environmentally friendly practices.
Structural Constraints	Identifies infrastructural, financial, technical, and resource-related barriers limiting sustainability implementation.
Valued Pragmatism	Reflects a practical, cost-conscious approach to sustainability, where initiatives are adopted based on feasibility and measurable benefits.

, followed by a concise discussion of each theme supported by illustrative evidence from participants.

4.1. Overview of Themes

Although nine interrelated themes emerged from the thematic analysis (Table 1), this article focuses on four core themes—Adoption Culture, Staff Enablement, Structural Constraints, and Valued Pragmatism—because they most directly address the study’s research questions and explain how environmentally friendly practices transition from compliance-driven actions to culturally embedded routines. The remaining five themes (Collaboration Networks, Consumption Tracking, Guest Revenue Drivers, Operational Shifts, and Operational Prioritisation) provide important contextual support and are synthesised concisely to avoid fragmentation of the findings. Together, these themes form the empirical basis for a staged compliance-to-culture process, which is developed conceptually in the Section 5 (see

Table 3. Alignment between research questions and key themes.

Research Question	Key Themes	Summary Finding	Interview Evidence
RQ1: Managerial perceptions	Adoption Culture; Valued Pragmatism	Managers increasingly perceive sustainability as both an ethical responsibility and a pragmatic business decision.	2, 8, 12
RQ2: Implementation and prioritisation	Structural Constraints; Valued Pragmatism	Sustainability initiatives are prioritised when they deliver measurable value despite infrastructural and financial barriers.	3, 4, 17
RQ3: Cultural embedding	Staff Enablement; Adoption Culture	Training, participation, and social reinforcement enable sustainability to become normalised in daily operations.	2, 6, 9

).

4.2. Adoption Culture

An emerging adoption culture was evident across the participating five-star hotels, particularly among younger staff members. Managers reported that environmentally friendly practices such as recycling, energy-saving behaviours and waste separation are increasingly regarded as normal operational expectations rather than additional responsibilities. Sustainability was described as becoming part of “how things are done”, signalling a gradual shift from compliance-driven actions toward shared organisational values.

It was clear from the respondents that different generations hold different views on how environmentally friendly practices should be implemented. Managers noted that it was more difficult for older staff members to change long-established habits. As Interviewee 1 explained, “with the older generation, it’s kind of hard for them to come on board with that when people are used to doing things in a certain way”. In contrast, younger employees were perceived as more adaptable and environmentally aware, having been exposed to sustainability concepts through education and media from an early age. Interviewee 2 stated that “with the younger generation… it’s easier for them to adapt because it’s something that they were introduced to from primary and high school”.

The theme of generational responsibility also emerged, with managers emphasising the importance of protecting the environment for future generations. Interviewee 12 highlighted this by stating that “future generations can also get to experience the things that we have experienced”. Managers further noted that visible sustainable behaviour within the workplace encouraged wider adoption, as staff were inspired by observing colleagues practicing environmentally responsible actions.

These findings suggest that sustainability practices are increasingly internalised through socialisation and shared values rather than formal enforcement alone. This supports existing research which argues that long-term sustainability adoption is more effective when environmental values become embedded in organisational culture and employee identity rather than being imposed solely through policy and regulation [29].

4.3. Staff Enablement

Staff enablement was identified as a central factor influencing the successful implementation of environmentally friendly practices. Managers emphasised that without staff understanding, participation, and support, sustainability initiatives were difficult to sustain. Resistance and confusion among employees were frequently mentioned, particularly where the purpose and benefits of environmental practices were not clearly communicated. As Interviewee 6 stated, “our staff doesn’t understand this whole environmentally friendly thing”, highlighting the importance of education and engagement.

To address these challenges, managers reported using a range of enablement strategies, including training programmes, regular meetings, memos, posters, and visual reminders. Several hotels implemented structured training initiatives to ensure staff understood both what was expected and why practices were changing. Interviewee 2 explained that staff training was supported through signed memos to confirm participation, while Interviewee 3 described formal programmes aimed at building environmental knowledge and skills.

Managers also highlighted participatory mechanisms such as green committees and departmental representatives as effective tools for embedding sustainability into daily operations. These structures allowed staff to contribute ideas, raise concerns, and act as sustainability champions within their departments. Interviewee 9 noted that their green committee included representatives from each department, which helped reinforce accountability and peer learning.

Incentives and recognition were also used to encourage engagement, with some managers reporting increased enthusiasm when staff felt their contributions were valued. Regular communication through meetings and feedback sessions further supported behavioural change by reinforcing expectations and linking sustainability practices to operational outcomes.

Overall, the findings indicate that staff enablement is essential for translating sustainability policies into consistent workplace behaviour. Training, communication, participation, and reinforcement mechanisms collectively support the development of a shared organisational culture that normalises environmentally friendly practices. This aligns with prior research suggesting that sustainability initiatives in service organisations are most effective when employees are informed, engaged, and actively involved in implementation processes.

4.4. Structural Constraints

Structural constraints emerged as a significant barrier influencing the implementation of environmentally friendly practices in five-star hotels in Gauteng. Managers consistently highlighted infrastructural instability, particularly load-shedding, system outages, and unreliable networks, as factors that disrupted sustainability initiatives and slowed progress. These challenges affected the use of digital systems, energy-efficient technologies, and monitoring tools that are central to modern environmental management.

Cost was identified as one of the most influential constraints. Managers reported that the high upfront costs associated with environmentally friendly technologies, sustainable equipment, and alternative water or energy systems limited the pace of adoption. Interviewee 3 noted that suppliers often increase prices when demand rises, while Interviewee 4 explained that “getting the equipment we need was costly to the business”. Although managers recognised sustainability as a long-term investment, the immediate financial burden created hesitation, particularly where budgets were already under pressure.

Supplier limitations further constrained implementation. Some managers reported difficulty accessing consistent supplies of eco-friendly products, including refillable amenities and recyclable materials. Limited supplier availability meant that hotels were often dependent on a small number of providers, increasing costs and reducing flexibility. These challenges were compounded by regulatory and compliance requirements, which in some cases delayed or complicated sustainability initiatives.

Despite these constraints, managers demonstrated adaptive strategies by combining digital and manual systems to maintain operational continuity. Hybrid approaches allowed hotels to sustain basic environmental practices even during infrastructural disruptions. These findings indicate that in resource-constrained environments, sustainability adoption is shaped not only by managerial commitment but also by broader structural and economic conditions. This supports existing research which highlights infrastructure reliability and supplier capacity as critical determinants of sustainability implementation in developing-country hospitality contexts.

4.5. Valued Pragmatism

Valued Pragmatism emerged as a central theme explaining why environmentally friendly practices are sustained in five-star hotels despite operational and structural challenges. Managers consistently indicated that sustainability initiatives are prioritised and maintained when they deliver visible and practical benefits, such as cost savings, improved hygiene, audit readiness, and reputational gains, without compromising service quality.

Several managers emphasised the fundamental importance of environmentally friendly practices for long-term business survival. Interviewees highlighted that protecting the environment is essential to sustaining hotel operations, noting that “without a sustainable environment, there can be no hotel, and without a hotel, there is no business” (Interviewees 3, 4, 8 and 10). These views reflect an understanding of sustainability not only as an ethical responsibility but also as a strategic necessity.

Reputation and brand image were repeatedly cited as key motivators. Managers reported that environmentally friendly practices enhance investor confidence, attract environmentally conscious guests, and strengthen the hotel’s market position. As one participant explained, sustainability initiatives demonstrate that the hotel is “environmentally focused” and committed to responsible operations, which positively influences both guest perceptions and stakeholder trust (Interviewee 4). Similarly, Interviewee 8 described sustainability as “an ethical choice” that benefits both the environment and the business.

Cost efficiency further reinforced the value of sustainability initiatives. Managers reported that reductions in energy and water consumption translated into measurable financial savings, strengthening management support for continued implementation. Interviewee 17 noted that environmentally friendly practices help reduce operational costs, particularly in relation to electricity and water usage, making these initiatives financially justifiable in the long term.

However, not all managers expressed the same level of conviction. A small number viewed environmentally friendly practices as unrealistic or potentially conflicting with the luxury guest experience. Interviewee 1, for example, suggested that certain sustainability initiatives might detract from the premium service expectations associated with five-star hotels. In some cases, implementation was described as compliance-driven, introduced primarily due to directives from corporate offices or owners rather than personal managerial commitment. This indicates variation in how deeply sustainability values are internalised at the management level.

Overall, Valued Pragmatism explains why environmental practices persist within these hotels. Managers continue to support sustainability initiatives when they align with operational efficiency, financial performance, hygiene standards, and brand reputation. Environmental practices are therefore sustained not by ideology alone but by their demonstrated ability to deliver practical value while preserving the luxury service promise.

While most managers framed sustainability as compatible with long-term business performance, a small number expressed reservations about its fit within luxury service expectations. One manager cautioned that “some green initiatives don’t always align with what five-star guests expect in terms of comfort and indulgence” (Interviewee 1). This contrasting view highlights ongoing tension between sustainability and luxury service ideals, indicating that cultural internalisation is neither uniform nor uncontested.

4.6. Contextual Themes Supporting Sustainability Implementation

Five additional themes—Collaboration Networks, Consumption Tracking, Guest Revenue Drivers, Operational Shifts, and Operational Prioritisation—emerged as important contextual enablers shaping sustainability implementation. Managers highlighted the role of supplier partnerships and recycling service providers in overcoming resource constraints, while consumption tracking systems supported cost control and accountability. Guest expectations and brand considerations influenced decision-making, particularly where sustainability initiatives aligned with revenue protection. Operational shifts and prioritisation reflected managers’ need to balance environmental goals against service quality and daily operational demands. Although not analysed in depth here, these themes reinforce the broader compliance to culture process by shaping the conditions under which sustainability practices are adopted and sustained.

5. Discussion

This study examined managerial perceptions of environmentally friendly practices in five-star hotels in Gauteng, South Africa, with particular attention to how sustainability shifts from compliance-driven actions to embedded organisational routines and culture. The discussion focuses on four interrelated themes, Adoption Culture, Staff Enablement, Structural Constraints, and Valued Pragmatism, which together explain both the drivers and limitations of sustainability implementation in luxury hotel contexts.

5.1. The Compliance-to-Culture Sustainability Process

Drawing on the integrated findings, this study proposes a Compliance-to-Culture Sustainability Process that explains how environmentally friendly practices evolve from externally imposed requirements into embedded organisational routines within luxury hotel operations.

The process unfolds across four interrelated stages. First, sustainability adoption is initiated through compliance drivers, including corporate mandates, regulatory expectations, and brand standards. At this stage, practices are often implemented instrumentally, with limited internalisation. Second, sustainability initiatives are sustained through pragmatic value validation, where managers assess practices based on cost efficiency, operational feasibility, hygiene outcomes, and reputational benefits. This stage is reflected in the theme of Valued Pragmatism. Third, staff enablement mechanisms, including training, communication, participatory structures, and incentives, translate managerial priorities into consistent employee behaviour. Finally, through repeated practice, socialisation, and peer reinforcement, sustainability becomes culturally internalised, forming part of “how things are done” within the organisation.

Movement through this process is not linear and may stall or regress under conditions of infrastructural instability, financial constraint, or limited supplier availability. However, where pragmatic value is demonstrated and staff are actively enabled, environmentally friendly practices are more likely to transition from compliance-driven actions to culturally embedded routines. This process provides a conceptual lens for interpreting the four key themes identified in the Section 4.

5.2. Adoption Culture and the Internalisation of Sustainability

The findings indicate that sustainability practices are increasingly becoming normalised within hotel operations, particularly among younger employees. This emerging adoption culture reflects a gradual transition from externally imposed compliance requirements towards internalised organisational values. Managers described environmentally friendly practices as part of “how things are done,” suggesting that sustainability is being embedded into daily routines rather than treated as an additional task. This supports existing research which argues that sustainability initiatives are more durable when they are integrated into organisational culture and employee identity rather than enforced solely through policies or regulations.

Generational differences identified in the findings further reinforce this interpretation. Younger employees were perceived as more receptive to sustainability practices due to early exposure through education and media, while older staff members were more resistant to changing established routines. These findings align with studies highlighting the role of socialisation and value alignment in shaping pro-environmental behaviour within organisations. The emphasis on intergenerational responsibility also reflects a broader ethical framing of sustainability, extending beyond operational efficiency to long-term environmental stewardship.

5.3. Staff Enablement as a Driver of Behavioural Change

Staff enablement emerged as a critical mechanism through which sustainability practices are translated from policy into practice. The findings demonstrate that managerial efforts to train, inform, and engage employees are essential for sustaining environmentally friendly behaviours. Where staff lacked understanding of sustainability objectives, resistance and inconsistency were more likely to occur. Conversely, structured training, regular communication, and participatory mechanisms such as green committees enhanced staff ownership and accountability.

These results are consistent with prior research emphasising that employee engagement is central to successful sustainability implementation in service organisations. The use of incentives, recognition, and departmental representation further reinforces behavioural change by embedding sustainability into performance expectations and everyday work practices. In this context, staff enablement functions not only as a technical support mechanism but also as a cultural process that strengthens shared responsibility and collective commitment.

5.4. Structural Constraints and Contextual Limitations

Despite positive managerial attitudes towards sustainability, the findings reveal that structural constraints significantly limit the pace and scope of implementation. Infrastructural instability, including load-shedding and unreliable systems, disrupts the operation of energy-efficient technologies and digital monitoring tools. High upfront costs associated with sustainable equipment and alternative resource systems further constrain decision-making, particularly in an environment of financial pressure.

Supplier limitations also emerged as a key barrier, with inconsistent access to eco-friendly products increasing costs and reducing flexibility. These constraints highlight the importance of contextual factors in shaping sustainability outcomes, particularly in developing-country settings. Consistent with existing literature, the findings demonstrate that sustainability adoption is not solely dependent on managerial commitment but is strongly influenced by broader economic, infrastructural, and supply-chain conditions.

5.5. Valued Pragmatism as a Cross-Cutting Theme

Valued Pragmatism provides an overarching explanation for why sustainability initiatives persist despite these constraints. Managers consistently prioritised environmentally friendly practices that delivered tangible benefits, such as cost savings, operational efficiency, hygiene improvements, and reputational gains. Sustainability was therefore sustained not purely on ethical grounds but because it demonstrated practical value aligned with business objectives.

This pragmatic orientation helps explain variation in managerial commitment, as some sustainability practices were supported enthusiastically while others were implemented primarily to meet corporate or compliance requirements. Nevertheless, the findings suggest that when sustainability initiatives align with financial performance and service quality, they are more likely to be maintained and integrated into long-term strategy. Valued Pragmatism thus bridges the gap between ethical responsibility and operational reality within luxury hotel environments.

5.6. Synthesis of Findings

Taken together, the findings indicate that sustainability in five-star hotels in Gauteng is shaped by a dynamic interaction between culture, people, structure, and practicality. Adoption Culture and Staff Enablement facilitate the internalisation of sustainability, while Structural Constraints define its limits. Valued Pragmatism explains how managers navigate these tensions by supporting initiatives that deliver measurable value without compromising the luxury service promise. This integrated perspective advances understanding of how sustainability becomes embedded within high-end hospitality operations in resource-constrained contexts.

6. Implications and Conclusions

6.1. Theoretical Implications

This study makes several theoretical contributions to sustainability and hospitality management literature. First, it advances understanding of sustainability adoption by conceptualising it as a processual shift from compliance to cultural embedding, rather than as a static outcome. The proposed Compliance-to-Culture Sustainability Process extends existing sustainability and organisational culture theories by illustrating how managerial sense-making, pragmatic value assessment, and staff enablement interact to embed environmentally friendly practices within daily operations.

Second, the study introduces Valued Pragmatism as a context-sensitive explanatory construct that helps explain why sustainability initiatives are sustained in resource-constrained environments. This challenges normative sustainability models that assume stable infrastructure and abundant resources, highlighting instead how managerial decision-making under constraint shapes the depth and durability of sustainability adoption.

Finally, by grounding these insights in the context of five-star hotels in an emerging economy, the study extends hospitality sustainability theory beyond Global North settings and demonstrates how institutional pressures, infrastructural instability, and operational realities mediate sustainability implementation.

6.2. Practical and Managerial Implications: A Phased Sustainability Roadmap

To enhance practical applicability, the findings are translated into a phased sustainability roadmap that reflects how environmentally friendly practices evolve over time within luxury hotel operations.

Short-term actions (0–12 months): Establishing foundations

• Embed basic environmentally friendly practices into standard operating procedures (SOPs).
• Conduct baseline audits of energy, water, and waste consumption.
• Introduce sustainability awareness training for all operational staff.
• Establish cross-departmental green committees to coordinate initiatives.

Indicative KPIs:

• Percentage of staff receiving sustainability training.
• Monthly energy and water consumption per occupied room.
• Waste separation compliance rates.

Medium-term actions (1–3 years): Consolidation and optimisation

• Invest in energy- and water-efficient technologies aligned with cost–benefit analysis.
• Formalise sustainability reporting aligned with brand or corporate governance requirements.
• Strengthen supplier screening processes to improve access to eco-friendly products.
• Integrate sustainability metrics into departmental performance reviews.

Indicative KPIs:

• Year-on-year reduction in energy and water intensity.
• Percentage of procurement spend on approved eco-friendly suppliers.
• Departmental sustainability performance scores.

Long-term actions (3+ years): Cultural embedding and leadership

• Integrate sustainability into leadership development and succession planning.
• Pursue recognised sustainability certifications where feasible.
• Embed sustainability considerations into capital investment and refurbishment decisions.
• Position sustainability performance as part of brand differentiation and investor reporting.

Indicative KPIs:

• Certification attainment or audit scores.
• Sustainability indicators in annual reports.
• Employee engagement scores related to sustainability.

6.3. Governance, Measurement, and Reporting Implications

The findings highlight the importance of embedding sustainability within formal governance and reporting systems. Hotel managers are encouraged to adopt clear accountability structures for sustainability oversight, supported by regular monitoring and reporting mechanisms. Core metrics should include energy consumption, water usage, waste diversion rates, and carbon-related indicators where feasible. In addition, governance systems should track human and supply-chain dimensions of sustainability, including staff training coverage, participation in green initiatives, and the availability of environmentally friendly suppliers. Hybrid monitoring systems that combine digital and manual tracking may be particularly effective in environments affected by infrastructural disruptions. Transparent reporting of these metrics supports internal decision-making, audit readiness, and stakeholder accountability.

6.4. Alignment with Sustainable Development Goals

This study contributes to several United Nations Sustainable Development Goals (SDGs). The emphasis on water conservation and efficiency supports SDG 6 (Clean Water and Sanitation), while energy efficiency and adaptive responses to load-shedding align with SDG 7 (Affordable and Clean Energy). Efforts to reduce waste, improve procurement practices, and promote responsible consumption directly contribute to SDG 12 (Responsible Consumption and Production). Finally, the integration of sustainability into organisational culture and long-term strategy supports SDG 13 (Climate Action) by strengthening institutional capacity for climate-responsive operations.

6.5. Conclusions

This study examined managerial perceptions of environmentally friendly practices in five-star hotels in Gauteng, South Africa. The findings demonstrate that sustainability in luxury hotels is evolving from compliance-based implementation towards a more embedded organisational culture shaped by staff engagement, managerial commitment, and practical value considerations. While structural and infrastructural challenges continue to constrain implementation, managers tend to sustain environmentally friendly practices when these initiatives align with operational efficiency, financial performance, and brand reputation.

By providing context-specific insights from an emerging economy, this article contributes to hospitality sustainability literature by highlighting how managerial perceptions influence the depth, pace, and durability of sustainability adoption in luxury hotels. The study advances theory by conceptualising sustainability adoption as a processual shift from compliance to cultural embedding and by introducing Valued Pragmatism as an explanatory mechanism that bridges economic logic and environmental responsibility. This perspective extends institutional and strategic sustainability theories by showing how sustainability becomes embedded not through normative commitment alone but through managerial sense-making and demonstrated operational value in resource-constrained contexts. The insights from this study are most applicable to five-star and upper-upscale hotels operating in resource-constrained or infrastructural unstable environments, particularly within emerging economies. The Compliance-to-Culture Sustainability Process may be less applicable to budget or economy hotels, where operational margins, staffing structures, and guest expectations differ substantially, or to hotels in highly resource-stable contexts where sustainability adoption is driven primarily by technological optimisation rather than managerial pragmatism. Additionally, the process reflects middle-management perspectives and may not fully capture strategic decision-making at the ownership or corporate level. By translating qualitative insights into actionable governance, measurement, and cultural embedding strategies, this study demonstrates how sustainability can move beyond aspiration to become an operational and strategic capability within luxury hospitality environments. Future research could examine this process across different hotel categories or incorporate ownership-level perspectives.

While context-specific, the compliance-to-culture process provides a conceptual lens that may be applied to sustainability adoption in other hospitality contexts, subject to local institutional and resource conditions.