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Drawing on the upper echelons theory, the study examines the effects of environmental attitudes of hotel managers on the waste management practices of small hotels in the context of a developing country.

A survey involving 246 managers of small hotels in the Accra Metropolitan Area was undertaken using a questionnaire that was based on the Waste Management Hierarchy and the revised New Ecological Paradigm (NEP) scales.

Results of the study showed that environmental attitudes of managers significantly influence the waste management practices of hotels, specifically, the anti-anthropocentricism, anti-exceptionalism, eco-crisis and balance-of-nature dimensions of the NEP scale. The study also found that all the environmental attitude dimensions had more significant effects on the waste disposal option because usually in developing countries, small hotels by their nature are more predisposed to undertaking this option.

Future studies should use longitudinal data to make causal inferences and consider the use of a rigorous statistical test such as common latent factor analysis.

Waste management problems in small hotels require softer sustainability strategies geared towards creating environmental awareness and inculcating the right environmental values in hotel managers in order to change the way managers view the environment.

Results of the study indicate that in the context of small hotels in developing countries, managers with eco-centric attitudes are more likely to engage in less expensive waste management practices rather than the most environmentally-friendly options.

The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.

A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.

As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.

Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.

The different dimensions and contexts within which value is co-created has generated varied views of how value is understood or formed. This study aims to examine employee-guest perceived value as important factors for the successful implementation of value co-creation (VCC).

The study employs an interpretive paradigm, using in-depth interviews, focus group discussions and participant observation in a qualitative design to increase understanding of employee-guest perceived value to aid the implementation of VCC at the dyadic level.

Findings highlight eight value perceptions including value for money, hotel location, physical evidence, mutual respect, appreciation, safety & security, quality & varieties of food and technological characteristics of service as important factors for the successful implementation of VCC at the dyadic level.

Generalisability of the findings is a limitation not only due to the smaller sample size but also due to industry-specific context. The study follows rigorous procedures to minimise biases, yet research limitation is acknowledged from the researcher’s participation in the research process.

The notion that actor’s assess value differently from the same service suggests that diverse service elements might be experienced differently. This study provides insights for hotel managers to recognise not only individuals’ value preferences but also service types that reflect employee-guest collective service preferences for sustainability.

This study integrates and extends extant literature by examining employees’ and guests’ individual and collective views at distinct hotel contexts to gain useful insights into value and VCC. The study proposes a framework that hospitality firms can use to address service failure and competition-related issues.