How social responsibility matters?

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Journal of Sustainable Tourism
ISSN: 0966-9582 (Print) 1747-7646 (Online) Journal homepage: https://www.tandfonline.com/loi/rsus20
Social responsibility and total quality in the
hospitality industry: does gender matter?
Cristina Quintana-García, Macarena Marchante-Lara & Carlos G. Benavides-
Chicón
To cite this article: Cristina Quintana-García, Macarena Marchante-Lara & Carlos G. Benavides-
Chicón (2018) Social responsibility and total quality in the hospitality industry: does gender matter?,
Journal of Sustainable Tourism, 26:5, 722-739, DOI: 10.1080/09669582.2017.1401631
To link to this article: https://doi.org/10.1080/09669582.2017.1401631
Published online: 30 Nov 2017.
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Social responsibility and total quality in the hospitality industry:
does gender matter?
Cristina Quintana-Garc
ıaa
, Macarena Marchante-Laraa
and Carlos G. Benavides-Chic
onb
a
Department of Economics and Business Administration, University of Malaga, Malaga, Spain; b
Department of
Applied Economics (Economic Structure), University of Malaga, Malaga, Spain
ARTICLE HISTORY
Received 29 July 2016
Accepted 20 October 2017
ABSTRACT
This empirical study examines the role of gender diversity in top
management teams (TMTs) and their impact on corporate social
responsibility (CSR), which is an underexplored topic within the hotel
sector. Based on stakeholder theory, we argue that the relationship
between gender diversity and hotel performance is indirect and mediated
by CSR. Our study also analyses how the implementation of total quality
management (TQM) and CSR influences hotel stakeholder results, and
hence business performance. Using a sample of Spanish hotels, we
provide evidence that gender diversity in TMTs increases the level of
implementation of CSR within the hotel industry. The results show that the
impact of gender diversity on hotel performance is mediated by CSR. The
findings also suggest that the adoption of TQM and CSR management
philosophies improves the capacity of hotels to benefit their stakeholders,
and that this improvement has a positive effect on hotel performance.
KEYWORDS
Total quality management;
corporate social
responsibility; hospitality
industry; gender diversity;
stakeholders; top
management teams
Introduction
The majority of research on gender diversity in the workplace has addressed the development of
female representation on corporate boards, or has analysed the hurdles that organizations have to
overcome to achieve gender parity (Burke Mattis, 2013). Few quantitative studies have investigated
gender diversity and its impact on corporate value creation. The current literature has mainly
addressed the direct influence of female board directors on financial performance rather than on
social performance.
Furthermore, there is no consensus on whether the presence of women at the top of the corpo-
rate hierarchy improves firm performance. Although some studies have provided confirmatory evi-
dence on this issue (Joecks, Pull, Vetter, 2013; Olayemi Badru, Bagudu, Alfa, 2015), other studies
have found a negative relationship (Adams Ferreira, 2009; M
ınguez-Vera Martin, 2011). In a com-
prehensive survey of empirical studies, Rhode and Packel (2014) concluded that such a relationship
has not been convincingly established. Terjesen, Sealy, and Singh (2009) and Zhang, Guo, and Mu
(2016) reached similar conclusions.
Inconsistent findings are generally explained by different sample choices, various construct meas-
ures, or even by differences in context (i.e. countries, industry) or variables (Zhang et al., 2016). An
alternative explanation for these contrasting findings is that researchers have not adequately ana-
lysed the relationship between gender diversity and firm performance. We argue that this relation-
ship is not direct, but is mediated by specific firm practices. Taking into account previous studies that
CONTACT Macarena Marchante-Lara mmarchante@uma.es
© 2017 Informa UK Limited, trading as Taylor Francis Group
JOURNAL OF SUSTAINABLE TOURISM, 2018
VOL. 26, NO. 5, 722–739
https://doi.org/10.1080/09669582.2017.1401631

have found that gender diversity positively affects actions related to corporate social responsibility
(CSR) (Galbreath, 2016a; Harjoto, Laksmana, Lee, 2015), we hypothesize that gender diversity in top
management teams (TMTs) has a positive influence on the implementation of CSR, which in turn
enhances firm performance.
On the other hand, CSR and total quality management (TQM) are key management philosophies
in the hospitality industry. This sector faces huge challenges regarding changes in demand, increas-
ing competition and globalization. The hotel industry is one of the sectors that can most benefit
from the development of CSR due to the impact of this approach on its stakeholders. CSR is particu-
larly relevant in the hotel sector because of fierce industry competition, human resource manage-
ment and the impact of tourism on the local community, among other aspects. First, competition
among hotels is quite intense; thus, CSR practices can be used as part of a hotel

s product differentia-
tion strategy to boost its competitive advantage (Calveras, 2015) and may be an influential factor in
the client

s buying decision process (Su, Swanson, Chen, 2015). Second, regarding human resource
management, CSR practices have acquired a fundamental role in the hotel industry, which is charac-
terized by being labour-intensive and having a high staff turnover (Zientara, Kujawski, Bohdano-
wicz-Godfrey, 2015). Finally, the success of tourism in any community requires the support of the
community

s residents (Gursoy Rutherford, 2004). The degree of hospitality that residents extend to
visitors directly affects client satisfaction, expenditure levels and the willingness of tourists to revisit
the hotel or recommend the destination.
In addition, TQM in the hotel industry may guarantee client loyalty, client satisfaction and cost sav-
ings (Harrington Keating, 2006; Wang, Chen, Chen, 2012). TQM and CSR could be simultaneously
implemented by hospitality organizations as part of a valuable firm strategy that improves hotel com-
petitiveness and long-term business sustainability. Some studies have analysed TQM in the hospital-
ity industry, particularly its influence on performance (Claver-Cort
es, Pereira-Moliner, Tar
ı, Molina-
Azor
ın, 2008; Prajogo Sohal, 2006; Wang et al., 2012), and have obtained mixed results. Similarly,
some studies on the relationship between CSR and financial performance have reported positive,
neutral or even negative associations (e.g. Garay Font, 2012). Therefore, the research question
should not only be whether CSR and financial performance are linked, but also what the nature of
that link is.
Moreover, studies on CSR practices implemented by hotels have mainly analysed their environ-
mental impact, the communication of CSR policies, and the content and evolution of CSR reporting
over time (Chung Parker, 2010). Few studies have followed a comprehensive approach to CSR prac-
tices in hospitality companies that take into account economic, environmental and social dimensions.
This study resolves these contradictory findings and advances the literature in at least four ways.
First, we contribute to the existing literature by providing an empirical test of whether gender diver-
sity and hotel performance are mediated by specific hotel practices. Given the growing importance
of CSR in the current hospitality corporate landscape (Calveras, 2015; Zientara et al., 2015), we analyse
CSR as a mediating practice between gender diversity and hotel performance.
Second, we take a broader approach to CSR by taking into account its economic, social and envi-
ronmental dimensions. The inconsistent evidence regarding the association between CSR and hotel
performance mentioned above may be due to the fact that researchers have not investigated the
mechanism through which CSR could be positively associated with hotel performance. We argue
that this relationship is indirect and that CSR influences the main hotel stakeholders (employees, cus-
tomers and society), which in turn positively affects hotel performance. Consequently, we expand
the scarce literature on CSR practices in the hotel sector.
Third, we extend the upper echelons framework by taking into account gender diversity in TMTs
(Galbreath, 2016b), since previous research on gender diversity in leadership positions and CSR
mainly focused on the board of directors (Galbreath, 2016a; Harjoto et al., 2015; Hyun, Yang, Jung,
Hong, 2016; Set
o-Pamies, 2015).
Finally, this study also offers managerial contributions. The debate on quotas is relevant, for
instance, several countries, such as Norway, Spain and France, have adopted legislative initiatives to
JOURNAL OF SUSTAINABLE TOURISM 723

promote female representation on corporate boards (Rao Tilt, 2016). However, women continue to
be underrepresented in leadership positions in most countries. Therefore, this study offers practical
insights into why gender diversity may benefit firm performance.
The rest of this article is structured as follows. First, we describe the literature review and the
hypotheses. Next, we explain the methodology employed in the empirical study and present the
results. Finally, we discuss the results and provide conclusions.
Literature review and hypotheses
Gender diversity and social responsibility
Boards of directors meet infrequently and generally contribute no more than two weeks a year to
their directorship duties. Therefore, boards may have limited ability to generate changes in the work-
ing levels of organizations (Forbes Milliken, 1999). As CSR involves changes and a complex coordi-
nation across multiple functional areas, locations and regulatory jurisdictions (Galbreath, 2016b),
TMTs may play a more important role in influencing CSR than members of the board of directors.
Additionally, according to the upper echelons theory (Carpenter, Geletkanycz, Sanders, 2004;
Hambrick Mason, 1984), firms are a function of what their leaders think and believe because they
make most of the firm

s important strategic and organizational decisions. Based on this theory, we
argue that gender diversity1
in TMTs will have a positive effect on corporate social performance
within the hotel industry.
The literature on gender diversity at the top of the corporate hierarchy suggests that women have
a positive influence on qualitative tasks, such as CSR control (Bilimoria, 2000; Nielsen Huse, 2010).
This reasoning is also supported by gender-related theories that propose that women are more
socially oriented, more ethically sensitive and empathetic than men (Hillman, Shropshire Cannella,
2007; Singh, Terjesen, Vinnicombe, 2008). This finding is used as the conventional explanation of
why women leaders encourage the implementation of CSR (Hyun et al., 2016). For instance, gender
socialization theory suggests that men and women differ in their orientation towards moral princi-
ples, mainly based on the view that women have better internalized communal and ethical values
because of their social roles. Related studies indicate that a greater female presence on corporate
boards leads to more civilized behaviour and sensitivity to different opinions (Bilimoria, 2000). Thus,
gender diversity can be helpful in addressing CSR issues (Burgess Tharenou, 2002).
Stakeholder theory offers additional reasons for the assumption that gender diversity will have a
positive effect on CSR. This theory asserts that a firm has relationships with a broad set of stakehold-
ers, defined as any individual or group, which can affect or be affected by the organization. Stake-
holders include clients, employees, communities, regulators, the natural environment and others
beyond shareholders (Freeman, 1994). This theory suggests that managers should make decisions
that take into account the interests of all the stakeholders in a firm. In relation to this theory, the
above-mentioned characteristics of women may lead them to take the stakeholders’ interests into
greater consideration. Eagly and Carli (2003) found that women more frequently have a communal
orientation, which includes being helpful, sympathetic, and interpersonally sensitive and nurturing.
These more communal characteristics convey the idea that women leaders are more likely to
acknowledge a broader range of stakeholders, unlike their male counterparts who are more focused
on shareholders and economic concerns (Zelechowski Bilimoria, 2006).
Human capital theory also provides interesting insights. Specifically, women directors are more
likely to come from non-traditional professional backgrounds, such as community service organiza-
tions or academia, and tend to have higher education degrees (Singh et al., 2008; Hillman et al.,
2007). As argued by Boeker and Goodstein (1991), these backgrounds and experiences may result in
women accommodating a broader range of stakeholders than their male counterparts.
Finally, differences in leadership styles may also contribute to the decision-making process. Some
contributions on gender-based differences in managerial behavioural tendencies have found that
724 C. QUINTANA-GARC
IA ET AL.

women may adopt masculine-type characteristics because these are more highly valued in leader-
ship positions (Schein, Mueller, Lituchy, Liu, 1996). This finding is supported by role congruity the-
ory (Wood Eagly, 2009), which states that prejudice arises from an incongruity between a group
stereotype and social role characteristics. This theory frames stereotype content in terms of agency
and communion, where communion (e.g. being helpful, sympathetic, nurturant) is the most impor-
tant trait in female stereotype, and agency (e.g. being competitive, dominant, self-sufficient) is the
most important trait in both leader and male stereotypes (Koenig, Eagly, Mitchell, Ristikari, 2011).
Given that agentic qualities are ascribed more to men than women (Boulouta, 2013; Spence
Buckner, 2000), leadership is generally associated with masculinity. Therefore, prejudice toward
female leaders appears to be based on the perceived incongruity between the characteristics of
women and the role required of leaders (Eagly, Johannesen-Schmidt, van Engen, 2003).
Nonetheless, previous research has encountered that women adopt a more participative leader-
ship style than men (Eagly et al., 2003). They tend to encourage open conversation so that the needs
of a wide range of stakeholders are effectively met and consequently CSR issues are addressed
(Nielsen Huse, 2010). Thus, there is an apparent incompatibility between beliefs about what makes
a leader and actions usually attributed to female behaviour. Ryan and Haslam (2007) found that the
adoption of masculine characteristics by women leaders is counter-productive because different
evaluations are made of leadership characteristics in men and in women. As a consequence, women
experience tension between two conflicting stereotypes: the gender stereotype and the managerial
one (Boulouta, 2013).
In summary, it can be argued that although women in TMTs are driven by a number of structural
forces that influence their practices when addressing CSR, female psychological characteristics,
human capital and leadership style lead them to enact stereotypical female behaviour, which in fact
improve a firm

s social performance. Given the above-mentioned arguments, it is reasonable to
expect that women managers will pay more attention than men to the firm

s compliance with CSR.
Hence, hotels that have more women in TMTs are likely to increase the development of CSR in their
organizations. The preceding points form the basis of the following hypothesis:
Hypothesis 1: The greater the gender diversity in the top management team, the greater the implementa-
tion of corporate social responsibility.
Social responsibility
CSR has emerged in the public debate following reflections on Sustainable Development (SD). SD
refers to a macro-societal and macro-economic project that targets the social and individual welfare
of the world’s population. CSR is a firm

s strategic and operational response to this project
(Prud

homme Raymond, 2013). Thus, there is great similarity between the conceptualization of CSR,
which integrates economic, social and environmental dimensions, and the conceptualization of sus-
tainability (Set
o-Pamies, 2015). This paper adopts the definition of CSR proposed by the European
Commission (2001): “the voluntary integration by firms of social and environmental concerns in their
business operations and in their interactions with their stakeholders”. In other words, hotels that
adopt CSR not only comply with the law, but go beyond it by integrating social, environmental,
human rights and consumer concerns in their core strategy and business operation.
Previous studies have paid considerable attention to the relationship between CSR and firm per-
formance. Several meta-analyses (Margolis, Elfenbein, Walsh, 2009; Orlitzky, Schmidt, Rynes,
2003) have shown that there is no consistent evidence of such a relationship. Several reasons may
underlie inconclusive studies: wide variations between empirical studies in the measurement of CSR
and firm performance; failure to take into account the market segment or industry effect; or the use
of a misspecified econometric model.
Currently, myriad stakeholders seek information on hotel CSR practices and demonstrate growing
awareness concerning its impact (Chung Parker, 2010). This article argues that the association

between CSR and firm performance is indirect; that is, CSR practices enhance customer, employee
and society results, and these in turn have a positive impact on hotel performance. To fully under-
stand the extent of such practices, this paper addresses CSR operational practices and classifies them
into economic, environmental and social dimensions (Garay Font, 2012).
First, the term “economic dimension” refers to the impact of the hotel industry on the economic
conditions of its stakeholders and on economic systems at local, national and global levels. Hotels
committed to CSR take into account the following economic aspects, among others: the direct eco-
nomic value generated and distributed, procedures for local hiring, and policies regarding locally
based suppliers (Global Reporting Initiative [GRI] 2006, 2011; UNEP-WTO, 2005). Empirical evidence
suggests that organizations that are perceived by their employees as economically responsible are
those in which the employees are more likely to be satisfied with their job because they witness an
improvement in productivity and customer satisfaction, which directly influences the employees’
work environment and conditions (Lee, Lee, Li, 2012). Recent experimental research on Chinese
hotels has shown that CSR has a positive influence on customer satisfaction, brand preference, cus-
tomer purchase intentions and word-of-mouth intentions (Su et al., 2015).
Second, the term “environmental dimension” refers to the conservation and management of
resources, and involves actions that minimize pollution and preserve biological diversity and the nat-
ural heritage (UNEP-WTO, 2005). Paradoxically, the hotel industry activity itself may undermine the
reasons for tourist influx. That is, the more appealing the destination, the more likely it will deterio-
rate due to visits. Therefore, the optimal use of environmental resources is crucial since it could
become a key success factor for hotel competitiveness (Rodr
ıguez Cruz, 2007; Tar
ı, Claver-Cort
es,
Pereira-Moliner, Molina-Azor
ın, 2010). In the Nordic hospitality sector, Heikkurinen (2010) demon-
strated that if a hotel has a reputation for being environmentally responsible then the key stakehold-
ers will have a more favourable view of that hotel. Such a reputation would confer the following
benefits: the hotel would be considered to be a better employer; it would also be considered to be a
better partner and supplier; and guest loyalty would increase. Regarding customers, a study that
included a sample of hotel users in the USA (Lee, Hsu, Han, Kim, 2010) showed that a green hotel
image affects behavioural intentions, such as revisiting, offering positive recommendations and a
willingness to pay a premium.
Finally, the term “social dimension” concerns human rights, labour practices and equal opportuni-
ties for all members of society (GRI 2006, 2011; UNEP-WTO, 2005). A socially responsible hotel ensures
that its employees have equal opportunities, good working conditions and fair salaries. Social action
towards the community also includes respect for and the promotion of the historic heritage and tra-
ditions of host communities. In relation to customers, this dimension involves issues such as service
safety and a prompt and cordial response to queries and complaints (UNEP-WTO, 2005). Previous
studies have found that a good work–family balance, workplace flexibility and other aspects of work–
life quality have a positive effect on employee results (Bohdanowicz Zientara, 2009). Similarly,
Prud’homme and Raymond (2013) found that hotels that develop sustainable practices embodying
social actions, such as supporting the local community, have a positive effect on customer
satisfaction.
The preceding arguments form the basis of the second hypothesis:
Hypothesis 2: The implementation of a high level of corporate social responsibility has a positive impact
on employee, customer and society results.
Total quality
Several studies have suggested that quality management does not always enhance hotel perfor-
mance (Tar
ı et al., 2010). Different explanations for this finding include the use of different measures
of TQM, the lack of sustained management interest or ineffective implementation (Harrington Keat-
ing, 2006; Wang et al., 2012). The present study suggests that when the whole organization is
IA ET AL.

involved in managing quality, there is an improvement in customer, employee and society results
that, in turn, improve hotel performance.
The European Foundation for Quality Management Excellence Model (EFQM, 2010) gives a com-
prehensive definition of the meaning of quality management. It has been widely used to guide
organizations in the implementation of quality management (van der Wiele, Kok, McKenna, Brown,
2001) and is considered to be a valid representation of TQM. As proposed by this model, we describe
five enabler criteria that improve results with respect to people (employees), customers and society.
These criteria are (1) leadership; (2) partnerships and resources; (3) employees; (4) strategy; and (5)
processes, products and services.
“Leadership” (EFQM, 2010) is a key pillar of an effective quality management system. Hotel manag-
ers that show a strong commitment to quality have a direct effect on employees regarding how
clearly they understand their role. Likewise, studies on commitment to quality on the part of leaders
as a key issue in the TQM setting have also found that such commitment has a positive influence on
customers (Tar
ı et al., 2010; Wang et al., 2012).
Organizations which engage in TQM manage “partnerships and resources” to underpin their strat-
egy and the effectiveness of processes. This involves dealing with partners and suppliers to ensure
sustained success, as well as the use of technology, information, and knowledge to support strategy
and optimize decision-making (EFQM, 2010; Harrington Keating, 2006).
In addition, the principles governing quality place a value on “employees” and promote a culture
of participation and autonomy (EFQM, 2010). TQM includes the development of employee skills
through training and teamwork. It also fosters the empowerment of employees to address problems
and make decisions with the aim of improving results. Employees with an increased level of auton-
omy are more motivated and tend to make greater efforts to offer good service (Alonso-Almeida,
Rodr
ıguez-Ant
on, Rubio-Andrada, 2012). Previous research has shown that training and incentive
systems have a positive moderating effect on the relationship between TQM and customer satisfac-
tion and performance (Zientara et al., 2015). Similarly, Tar
ı et al. (2010) showed that hotels that are
highly committed to quality management increase employee motivation and achieve greater stake-
holder satisfaction and competitive performance.
“Strategy” is another key enabler within a TQM approach, where business operations must have a
sound basis and be continuously reviewed and improved, and strategies and policies must be effec-
tively deployed (Harrington Keating, 2006). The appropriate communication of the strategic plan
and its progress up, down and across the company has been found to be essential to guarantee the
effectiveness of TQM (London, 2002).
Lastly, excellent organizations design, manage and improve “processes, products and services”
(EFQM, 2010). Hotels should improve processes to reduce defects and waste, increase productivity,
operational reliability and innovation, and consequently develop high-quality products and services
(Prajogo Sohal, 2006). Wang et al. (2012) viewed process management as a construct of TQM and
showed that this philosophy benefits the performance of hotels because they are more responsive
to changes in internal and external customer needs.
The appropriate management of these enablers may positively influence the results of the main
stakeholders. The foregoing aspects form the basis of the third hypothesis:
Hypothesis 3: The implementation of a high level of total quality management has a positive impact on
employee, customer and society results.
Total quality, social responsibility and hotel performance
TQM is consistent with the ethical and instrumental aspects of CSR (McAdam Leonard, 2003) as it
successfully strikes a balance between profit-seeking motives and respects the interests of a wide
range of stakeholders (Ghobadian, Gallear, Hopkins, 2007). The TQM and CSR management
approaches identify the needs and claims of multiple stakeholders and share values such as acting

proactively as well as adopting an ethical perspective beyond the expectations of society and laws.
Thereby, the ethical anchor of CSR has a strong affinity with the principles of TQM (van der Wiele
et al., 2001).
From an instrumental perspective, TQM systems produce changes in the organizational culture
that benefit the incorporation of CSR goals and practices (Zink, 2007). More specifically, TQM pursues
continuous improvement and innovation which also encourage learning processes relevant to CSR
(Zwetsloot, 2003). Thus, TQM systems are valuable instruments in the application of CSR.
There is evidence to suggest that TQM facilitates the penetration of CSR within organizations.
McAdam and Leonard (2003) proposed that current models are consistent with the principles of CSR
and its objectives, and that the practice of CSR can spread more rapidly through organizations that
implement TQM models. Isaksson (2005) reviewed the synergies between the two concepts by com-
paring the indicators used in the triple bottom line and TQM-related measurements. Similarly, van
der Wiele et al. (2001) proposed a CSR audit instrument similar to the TQM methodology and tested
it in a pilot case study. These studies suggested that methodologies based on the broad principles of
TQM enable the most effective implementation of CSR within a shorter period of time. Nevertheless,
there is a dearth of empirical studies that use quantitative methods to investigate the above-men-
tioned relationship between TQM and CSR. The aim of the present study is to address this issue.
TQM may act as a foundation for the development of CSR. It is more widespread than CSR, whose
implementation is more recent in the hospitality context (e.g. Alonso-Almeida et al., 2012; Calveras,
2015; Claver-Cort
es et al., 2008). In fact, the quality movement emerged in the 1920s. TQM is consid-
ered to be one of the most durable management innovations of the last three decades to have been
applied worldwide in all types of organizations (Ghobadian et al. 2007). However, CSR arose in the
1980s (van der Wiele et al., 2001). This aspect justifies the investigation of whether or not existing
quality management conduits and processes in hotels influence the development of CSR. Thus, the
fourth hypothesis is proposed:
Hypothesis 4: The implementation of a high level of total quality management has a positive influence on
the implementation of a high level of corporate social responsibility.
Since the performance of an organization depends on its capacity to satisfy the needs and expect-
ations of the stakeholders, the fifth hypothesis is proposed:
Hypothesis 5: Better employee, customer and society results lead to better hotel performance.
Methodology
Sample and data collection
The database used in this study was created by the “Quality, Productivity and Competitiveness in the
Hospitality Industry for Andalusia” project [PO7/SEJ-02889], which was financed by the Regional Gov-
ernment of Andalusia (i.e. the Junta de Andaluc
ıa). The CSR and TQM data were directly obtained via
a questionnaire administered to the hotel managers by the project researchers. The economic data
were obtained via questionnaires and the annual accounts filed by firms in the Mercantile Registry.2
Information on gender diversity was also drawn from the annual accounts.
In 2009, the System of Multiterritorial Information of Andalusia identified 822 Andalusian hotels
with 3–5 stars, which were taken as the statistical population. Because the number of hotels was
known, the sample size could be calculated for a finite population. Using a 95% confidence level
and a 5% sampling error, the sample size was estimated to be 262 hotels. Based on this result, a
directory of the hotels to be surveyed was created using the Turespa~
na Hotel Guide, which lists cer-
tified hotels, published by the regional government and Camerdata.3
Andalusia is a very large
region, and so the sample distribution was based on the relative importance of the hotel sector in
each province in the region. Establishments were also identified according to their location (coastal,
inland or capital).
IA ET AL.

Fieldwork was conducted during spring–summer 2010. Questionnaires that were not correctly
answered were discarded. Hence, the database included representative parameters for a sample of
122 Andalusian hotel establishments, and provided direct information on 14.84% of the establish-
ments. The potential for non-response bias was addressed by comparing key attributes, such as loca-
tion, category (number of stars) and size (number of rooms), of the respondents and
non-respondents contained in the database. The statistical tests used to investigate non-response
bias (t-test and Kolmogorov–Smirnov two-sample test) showed that there were no significant
differences between groups.
Variables
Dependent variable
Two alternative measures of hotel performance were included in the model (the Appendix provides a
detailed description of the two measurements of the independent variable). One was the quantita-
tive measure “Net income” (or net loss), defined as the earnings of the hotel after interest, taxes,
depreciation and amortization in 2009 (the year before the questionnaire was administered). This var-
iable is expressed in euros and underwent logarithmic transformation to account for its skewed distri-
bution.4
The other was the qualitative measure “Performance: Economic-financial goals”. This variable
is based on the EFQM Excellence Model (EFQM, 2010) and indicates to what extent the economic and
financial goals have been achieved. A 7-point Likert-type scale was used to measure this variable.
Exogenous variables
The implementation of TQM (represented in the model as “TQM”) is an exogenous variable that has
an impact on stakeholders and CSR. This variable comprises five constructs based on the enablers of
the EFQM model: leadership; employees; strategy; partnership and resources; and processes, prod-
ucts and services. A 7-point Likert-type scale (ranging from 1 = very low to 7 = very high) was created
for the items of each enabler. The items were designed according to the criteria of the EFQM Excel-
lence Model (EFQM, 2010) and the literature reviewed for the hypotheses development (Camis
on,
1996; Claver-Cort
es et al., 2008; Wang et al., 2012). The Appendix shows the items employed to mea-
sure each construct.
The other exogenous variable “Gender diversity in the top management team” describes the level
of implementation of CSR. The TMT was defined as all of the top-level executives within the organiza-
tion. This definition included all of the C-level positions (e.g. the chief executive officer and the chief
financial officer), as well as all executives above the rank of vice-president and senior vice-
president (Cohen Dean, 2005). This variable was measured as the percentage of women in the TMT
(Krishnan Park, 2005).
Endogenous variables
A group of endogenous variables were included in the model. First, the implementation of CSR (rep-
resented in the model as “CSR”) is explained by TQM and gender diversity in the TMT. CSR explains
the impact on stakeholders. This variable comprises three constructs that represent the economic,
environmental and social dimensions. The items of each construct were designed according to the
GRI framework (GRI, 2006) and the review of the literature used for the hypotheses development
(UNEP-WTO, 2005; Tar
ı et al., 2010). A 7-point Likert-type scale (ranging from 1 = very low level of
implementation to 7 = very high level of implementation) was created for the items in order to mea-
sure the level of commitment according to the degree to which the actions and practices of each
dimension of CSR had been implemented.
Second, three variables “Employee Results”, “Customer Results” and “Society Results” were
included to represent the impact on stakeholders. These constructs explain the performance of the
hotel and are explained by the implementation of TQM and CSR. The items of each construct were

designed according to the EFQM Excellence Model (EFQM, 2010) and the GRI framework (GRI, 2006).
A 7-point Likert-type scale was created for all the items (see the Appendix).
Given that multiple-item scales were used to measure the constructs of the variables “TQM”, “CSR”,
“Employee Results”, “Customer Results” and “Society Results”, these scales were tested for their reli-
ability and validity. The scale items were selected according to the EFQM and GRI frameworks and
previous literature. This approach helped ensure content validity. Confirmatory factor analysis (CFA)
was conducted to test the validity of all the measures. A sample size of 150 units (122 hotels in our
case) requires a factor loading of at least 0.45 for each item (Hair, Anderson, Tatham, Black, 1998).
The results of CFA supported the convergent validity of all the measures, given that all the estimated
loadings of the indicators for the constructs were statistically significant (minimum factor loading =
0.528) (data available upon request). Cronbach’s a was used to test the internal consistency of each
construct. It is generally accepted that the lowest limit for Cronbach’s a is 0.70 (Robinson, Shaver,
Wrightsman, 1991). The values obtained were more than 0.70 for each construct, thus supporting
their internal consistency (data available upon request).
Having confirmed the validity and reliability of the constructs, the average of the multiple meas-
ures was used to create a single scale score for each construct (MacKenzie, Podsakoff, Ahearne,
1998). “TQM” was then conceptualized as a latent variable in which the five EFQM model enablers
were used as indicators of this latent construct. Similarly, “CSR” was conceptualized as a latent vari-
able in which the economic, environmental and social dimensions were used as indicators.
Control variables
The analysis included two control variables that represented the characteristics of the firm, which
were based on previous studies relating to gender diversity, CSR and firm performance (gender diver-
sity on the board of directors and size). “Gender diversity on the board of directors” was measured as
the percentage of women on the board as a control variable to explain CSR (Nielsen Huse, 2010).
The “Size” of the establishment was measured as the number of available rooms. “Size” controls the
effect of scale economies on the implementation of TQM and CSR, and modifies any advantages
resulting from having more resources available (Garay Font, 2012; Harrington Keating, 2006). It is
a relevant variable that can directly explain performance (Rodr
ıguez Cruz, 2007).
Figure 1 shows the theoretical model.
Data analysis and results
Table 1 shows the variables, descriptive statistics and correlations.
Structural equation modelling was used to test the hypotheses. Stata software was used to esti-
mate the model and specify the relationships proposed in the hypotheses. Table 2 shows the paths
of the model. Some hotels did not provide information on net income, and thus maximum likelihood
with missing values was used to estimate this value (Acock, 2013).
Figure 1. Theoretical model.
IA ET AL.

The goodness-of-fit index (GFI) for the model showed that it had a satisfactory fit (0.929). Values
close to or more than 0.90 are considered acceptable (Hair et al., 1998). The normed chi-square,
where the x2
is adjusted by the degrees of freedom, was of 1.75 (recommended range 1.0–2.0). The
root-mean-square error of approximation index (RMSEA) was 0.078 (recommended range 0.05–0.08;
Bollen, 2014). The comparative fit index (CFI) was 0.907. A value equal to or more than 0.90 is consid-
ered acceptable (Acock, 2013).
The results shown in Table 2 support Hypothesis 1. The higher presence of women in the top man-
agement team enhances a hotel’s socially responsible behaviour. In a complementary analysis,
Hypothesis 1 was tested by estimating the model using alternative measures of gender diversity. The
independent variable “gender diversity in the top management team” was measured as a dummy
variable that was assigned a value of 1 when there was more than one woman in the TMT and 0 oth-
erwise. The control variable “gender diversity on the board of directors” was also measured as a
dummy variable that was assigned a value of 1 when there was more than one woman on such a
board and 0 otherwise. The results of the complementary test consistently supported the findings of
the model. The alternative measures showed that gender diversity in the TMT has a positive influence
on the implementation of CSR (b1 = 0.871, z-statistic = 2.12, p 0.05), and that gender diversity on
the board of director does not have significant effect on CSR (b2 = 0.102, z-statistic = 1.42, p 0.05).
The results exhibited in Table 2 strongly confirm Hypothesis 2 since the level of CSR implementa-
tion has a significant and positive influence on the results regarding employees, customers and
Table 1. Descriptive statistics and correlations.
Variables Mean SD 1 2 3 4 5 6 7 8 9 10
1. Net income (log) 10.97 4.42 1.00
2. Performance: economic-financial goals 4.65 1.42 0.75
1.00
3. Employee results 5.14 1.08 0.54
0.41
1.00
4. Customer results 5.70 0.86 0.70
0.59
0.45
1.00
5. Society results 5.10 1.12 0.51
0.43
0.37
0.33
1.00
6. TQM 5.29 0.68 0.39
0.35
0.56
0.41
0.25
1.00
7. CSR 4.63 1.11 0.63
0.50
0.30
0.41
0.71
0.24
1.00
8. Size 137.3 144.87 0.30
0.05 0.09 0.05 0.10 0.15
0.18
1.00
9. Gender diversity in the top
management team
0.20 0.29 0.15 0.05 0.07 0.15 0.04 0.16 0.19 0.00 1.00
10. Gender diversity on the board of
directors
0.20 0.32 0.26 0.03 0.11 0.17 0.15 0.02 0.02 0.08 0.71 1.00

p 0.05.
Table 2. Results of Structural equation model estimation.
Hypotheses Path Effect estimate z-Statistic
H1 Gender diversity in the top management team ! CSR
Gender diversity on the board of directors ! CSR
1.145
¡0.104
2.31
¡1.23
H2 CSR ! Employee results
CSR ! Customer results
CSR ! Society results
0.453
0.540
0.881
2.57
5.20
8.32
H3 TQM ! Employee results
TQM ! Customer results
TQM ! Society results
1.143
0.657
0.186
6.35
5.18
1.582
H4 TQM ! CSR 0.452
3.71
H5 Employee results ! Net income (log)
Employee results ! Performance: economic-financial goals
Customer results ! Net income (log)
Customer results ! Performance: economic-financial goals
Society results ! Net income (log)
Society results ! Performance: economic-financial goals
Size ! Net income (log)
Size ! Performance: economic financial goals
0.724
0.171
2.476
0.750
0.666
0.330
0.007
¡
0.0008
2.61
2.04
8.05
7.16
2.64
3.45
4.33
¡0.15

p 0.05;
p 0.01;
p 0.001 (two-tailed tests for hypothesized variables).
x2
= 159.81 (91 df) Normed x2
= 1.75; GFI = 0.929; RMSEA = 0.078; CFI: 0.907.

society. Hypothesis 3 was partially supported: The implementation of a high level of total quality man-
agement has a positive impact on employee, customer, and society results. The results showed that
TQM has a positive impact on two groups of stakeholders: employees and customers, whereas it did
not have a significant influence on society results. Hypothesis 4, which tested TQM as an antecedent
of CSR, was confirmed. Hotels that have a higher implementation of TQM show a higher develop-
ment level of CSR. Finally, Hypothesis 5 was confirmed. The results with respect to employees, cus-
tomers and society have a significant and positive effect on the indicators employed to measure the
performance of hotels.
Regarding the effect of control variables, a significant and positive association was found between
size and net income. It was also found that gender diversity on the board of directors does not have a
significant influence on the implementation of CSR practices.
Discussion and conclusions
Discussion
This study extends the literature on the relationship between gender diversity and firm performance. The
findings support the hypothesis that gender diversity in the TMT has a positive effect on performance.
However, the impact is not direct, but is mediated by CSR. These results are consistent with previous
studies that have found that greater gender diversity on boards has a positive influence on CSR (Gal-
breath, 2016a), and that it plays a more significant role in stakeholder management in firms which pro-
duce consumer-oriented products and operate in more competitive industries (Harjoto et al., 2015). Our
findings are the first to specifically support this hypothesis in relation to the hospitality industry.
The results also confirm the hypothesis that the implementation of CSR has a positive impact on
employee, customer and society results, which in turn have a positive effect on hotel performance.
Similarly, it was found that TQM has a positive influence on two main stakeholders: employees and
customers. This evidence is consistent with previous contributions that have shown a positive associ-
ation between quality management in hotels and improved competitiveness (e.g. Claver-Cort
es
et al., 2008; Wang et al., 2012). Although no direct association was found between TQM and the satis-
faction of social needs, an association was found between the implementation of CSR and these
needs. The image or reputation of the hotels and the level of satisfaction of society with their actions
are more associated with the practice of CSR.
Finally, our study also supports that the implementation of quality management in hotels facili-
tates the development of CSR. This result is in line with studies that have suggested that quality man-
agement models and methodologies catalyse the spread of CSR within organizations (McAdam
Leonard, 2003; Zink, 2007).
Theoretical and practical implications
The present study suggests that the impact of gender diversity on firm performance is dependent on
CSR practices. These findings may help researchers to investigate alternative pathways through
which women in TMTs may influence financial performance. In line with stakeholder theory, this
study comprehensively investigated the advantages of two relevant management philosophies that
can be applied to achieve a sustainable competitive advantage. The investigation of these philoso-
phies in combination has provided new insights into the capacity of hotels to improve stakeholder
results and their level of competitiveness.
Because competition in the hotel industry is intense, managers need to develop distinctive resour-
ces to create advantages over competitors. This study found that CSR and TQM are two intangible
resources that can help to provide sustainable competitive advantages. The results show that gender
diversity in TMTs provides different values, socio-cognitive perspectives and skill sets that enhance
the implementation of CSR. This finding should encourage hotels to adopt positive discrimination
IA ET AL.

policies and diversity and equal opportunity programmes to increase the presence of women in
TMTs. The results are also relevant to the manager selection process because they highlight the
importance of taking into account the diverse background of individuals nominated for TMTs.
Currently, there is controversy on quotas for women on boards (Rao Tilt, 2016). Hence, the find-
ing of improvements in the implementation of CSR and hotel performance in this study provides sup-
port for the increased representation of women at all managerial levels.
Limitations and future research
This study has some limitations that should be addressed by future research. First, we used cross-sec-
tional data from one of the main Spanish tourist regions. The findings could be made more robust by
using data from other regions and countries. The use of a longitudinal design could show the evolu-
tion of causality between variables, especially the relationship between changes in the number of
women in TMTs and CSR and financial performance.
Second, the questionnaires in this study were completed by hotel managers. Further research
incorporating interviews with stakeholders (employees, customers and society) would be useful to
fully understand the relationships addressed in this study.
Third, this research could be extended to include a broader definition of gender diversity to be in
line with contemporary gender theory. Finally, the effect of group diversity in TMTs was analysed.
Future studies should include not only senior executives, who establish corporate strategy, but also
middle management and department managers, among others, who implement strategy.
Notes
1. The authors are aware that gender diversity goes beyond the man-woman dichotomy. However, due to the lack of
more detailed information on the composition of TMTs, we approach the issue of gender diversity by calculating
the proportion of women in TMTs. In fact, a recent study based on the most influential social surveys using national
sampling frames in the USA (Westbrook Saperstein, 2015) suggested that by providing the same two-answer
options, “male” and “female”, the surveys considered that these categories cover all possible gender diversity. How-
ever, the study suggested introducing changes in the way gender diversity is measured in surveys to be in line with
contemporary gender theory. Future research should take into account a broader definition of gender diversity. In
this line, there is a growing body of research that has investigated the business case for LGBT-supportive policies
and CSR (e.g. Pichler, Blazovich, Cook, Huston, Strawser, 2016; Shan, Fu, Zheng, 2016).
2. Spanish firms are required to file their annual financial accounts in the Mercantile Registry, which is thus an impor-
tant source of reliable data on these firms.
3. Camerdata SA, created in 1985 by the Spanish Chamber of Commerce, is a pioneering company in creating busi-
ness databases that include the censuses of all Spanish Chambers of Commerce. It also has a permanent pro-
gramme that ensures that the national census is fully updated at least once a year using data from all Chambers of
Commerce. This database is complemented by data from other sources or public media, such as the Mercantile
Registry.
4. The value 0 was assigned if the hotel had negative profit (only 16 hotels experienced a loss). This is a common tech-
nique for handling negative values when logarithmic transformation is implemented.
Acknowledgments
We gratefully acknowledge the feedback received from participants in the 2nd International Conference on Advances in
Management, Economics and Social Sciences MES’15 in Rome (2015), the VI International Conference: Tourism, Econom-
ics and Environment in Malaga (2015) and the anonymous referees of earlier versions of this manuscript. This is a study
carried out within the Santander Center for Corporate Social Responsibility of the University of Malaga (Spain), which
has financial support from Banco Santander. The views in the manuscript are solely the responsibility of the authors.
Disclosure statement
No potential conflict of interest was reported by the authors.

Notes on contributors
Cristina Quintana-Garc
ıa has a PhD degree in Economics and Management Sciences, and is professor of Management at
the University of Malaga (Spain). She is director of the Andalusian Research and Technological Development Group
“Technological Innovation, Quality and Corporate Social Responsibility” (SEJ-414). She is also director of the Santander
Center for Corporate Social Responsibility of the University of Malaga. She made a research stay as a Visiting Scholar at
Harvard University in 2001, at Wharton School of the University of Pennsylvania in 2004, at Sloan School of Management
of the Massachusetts Institute of Technology in 2009 and at London Business School in 2016. She has been director of
Quality and Strategic Development at the University of M
alaga in the period 2008–2011. She develops many studies
regarding technological innovation, social responsibility, gender and quality. The results from her research have been
published in international journals and conference proceedings.
Macarena Marchante-Lara is industrial engineer and holds a master degree in Occupational Health and Safety and a
PhD degree from the University of Malaga. She is an assistant professor and a trainee researcher in the Department of
Economics and Business Administration at the University of Malaga (Spain). She is a member of the Andalusian Research
and Technological Development Group “Technological Innovation, Quality and Corporate Social Responsibility” (SEJ-
414). She is research fellow and academic collaborator of the Santander Center for Corporate Social Responsibility of the
University of Malaga (Spain). Her research focuses on service sector, especially on quality, gender and social
responsibility.
Carlos G. Benavides-Chic
on holds a PhD degree and is graduated in Administration and Business Management (Hons)
and in Economics (Hons) from the University of Malaga. He is an assistant professor in the Department of Applied Eco-
nomics (Economic Structure) in the Faculty of Economics and Business Sciences at the University of Malaga (Spain). He is
a member of the Andalusian Research and Technological Development Group “Tourism Economics: Labor Market and
Environment” (SEJ-139) and the Santander Center for Corporate Social Responsibility of the University of Malaga (Spain).
His research focuses on tourism sector, especially on quality, productivity and social responsibility in the hospitality
sector.
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Appendix.
List
of
items
included
in
the
questionnaire
to
measure
the
theoretical
constructs
Construct
Sources
Items
7-Point
Likert
scale
Performance:
economic-financial
goals
EFQM
(2010)
The
level
of
achievement
of
the
economic
and
financial
goals
1
=
0%,
2
=
20%,
3
=
between
20%
and
40%,
4
=
between
40%
and
60%,
5
=
between
60%
and
80%,
6
=
between
80%
and
90%,
and
7
=
between
90%
and
100%
Employee
results
EFQM
(2010),
GRI
(2006)
ER-Item
1.
Improvement
in
the
level
of
achievement
of
the
key
results
of
the
hotel
due
to
employee
training
and
career
development
1
=
very
low
7
=
very
high
improvement
ER-Item
2.
Increase
in
employee
motivation
and
involvement
1
=
very
low
7
=
very
high
increase
Customer
results
CR-Item
1.
The
hotel
customer
complaint
rate
this
year
1
=
a
very
high
rate
7
=
0%
CR-Item
2.
Repeat
guest
rate
(loyalty)
1
=
0%
7
=
very
high
rate
Society
results
SR-Item
1.
The
image
and
reputation
of
the
hotel
according
to
the
press,
professional
publications,
awards
and
recognitions,
etc.
1
=
very
low
7
=
very
high
SR-Item
2.
The
level
of
satisfaction
of
society
with
the
hotel’s
actions
according
to
letters
of
complaint
or
acknowledgements
received,
the
press,
etc.
1
=
very
low
7
=
very
high
Leadership
EFQM
(2010),
Camis
o
n
(1996),
Claver-Cort
e
s
et
al.
(2008),
Wang
et
al.
(2012)
L-Item
1.
Level
of
involvement
of
directors
to
ensure
continuous
improvement
in
the
hotel
1
=
very
low
7
=
very
high
L-Item
2.
Level
of
participation
of
directors
in
professional
associations,
meetings,
and
seminars,
and
in
the
giving
and
receiving
of
training
programmes
on
quality
and
excellence
1
=
very
low
7
=
very
high
L-Item
3.
Number
of
actions
to
recognize
employee
performance
and
effort
towards
continuous
improvement
(employee
of
the
month,
awards
and
other
recognitions)
1
=
very
low
7
=
very
high
Employees
E-Item
1.
The
frequency
of
development
of
quality
training
programmes
for
employees
1
=
very
low
7
=
very
high
E-Item
2.
Level
of
involvement
and
the
assumption
of
responsibility
of
employees
for
quality
issues
(taking
part
in
meetings
and
quality
circles,
suggesting
improvements,
etc.)
1
=
very
low
7
=
very
high
E-Item
3.
Level
of
improvement
in
employee
knowledge
of
topics
on
safety
and
health
at
work
and
the
environment
through
diverse
means
of
communication
1
=
very
low
7
=
very
high
Strategy
EFQM
(2010),
Camis
o
n
(1996),
Claver-Cort
e
s
et
al.
(2008),
Wang
et
al.
(2012)
S-Item
1.
Number
of
information
sources
systematically
taken
into
account
to
define
the
hotel’s
strategy
(stakeholders,
economic
magnitudes,
degree
of
national
and
international
competitive
rivalry,
etc.)
1
=
very
low
7
=
very
high
S-Item
2.
The
frequency
with
which
the
strategy
is
defined,
revised
and
updated
1
=
very
low
7
=
very
high
(continued)
IA ET AL.

Construct
Sources
Items
7-Point
Likert
scale
S-Item
3.
Level
of
communication
of
the
strategy
to
guarantee
its
successful
implementation
1
=
very
low
7
=
very
high
Partnership
and
resources
PR-Item
1.
Number
of
alliances
with
other
hotels,
companies,
and
institutions
(such
as
suppliers,
travel
agencies,
local
touristic
attractions,
etc.)
1
=
very
low
7
=
very
high
PR-Item
2.
Level
of
development
of
economic
and
financial
management
using
tools
such
as
balanced
scoreboard,
risk
management,
sensitivity
analysis,
activity-based
costing,
etc.
1
=
very
low
7
=
very
high
PR-Item
3.
The
degree
to
which
resources,
buildings,
equipment
and
material
is
sustainably
managed
1
=
very
low
7
=
very
high
Processes,
products
and
services
PPS-Item
1.
The
degree
to
which
process
management
is
implemented
1
=
very
low
7
=
very
high
(in
all
areas
of
the
hotel)
PPS-Item
2.
The
frequency
with
which
innovations
in
management,
personnel
politics
and
organizational
structure
are
developed
1
=
very
low
7
=
very
high
PPS-Item
3.
The
frequency
with
which
product
and
service
innovations
are
developed,
taking
into
account
the
needs
and
expectations
of
customers
1
=
very
low
7
=
very
high
PPS-Items
4.
Level
of
quality
of
the
following
processes:
(a)
customer
attention;
(b)
comfort;
(c)
functionality;
(d)
cleaning
of
rooms
and
common
areas;
(e)
procurement;
(f)
building
and
equipment
maintenance;
(g)
modernity;
(h)
restaurant;
(i)
leisure
activities;
(j)
event
organization;
(k)
safety
for
customers
and
employees;
(l)
location;
(m)
human
resource
management;
(n)
marketing;
(o)
strategic
planning;
(p)
general
management
1
=
very
low
7
=
very
high
(Each
process
has
its
own
valuation)
Economic
dimension
GRI
(2006),
UNEP-WTO
(2005),
Tar
ı
et
al.
(2010),
Lee
et
al.
(2012)
EC-Item
1.
Improvement
in
the
direct
economic
value
generated
and
distributed
(revenues,
employment
compensation,
donations,
payments
to
capital
providers
and
governments,
etc.)
1
=
very
low
7
=
very
high
level
of
implementation
EC-Item
2.
Design
of
a
sustainable
supply
chain
(requirement
of
standards
to
suppliers,
which
have
to
demonstrate
ethical
employment
and
trading
policies)
1
=
very
low
7
=
very
high
level
of
implementation
EC-Item
3.
Contribution
to
local
prosperity
(encouraging
local
employment,
hiring
top
managers
from
the
local
community,
using
local
suppliers,
etc.)
1
=
very
low
7
=
very
high
level
of
implementation
Environmental
dimension
EN-Item
1.
Initiatives
to
reduce
energy
consumption/energy
saved
due
to
conservation
and
efficiency
improvements
1
=
very
low
7
=
very
high
level
of
implementation
EN-Item
2.
Initiatives
to
reduce
water
consumption/recycling
and
reuse
of
water
1
=
very
low
7
=
very
high
level
of
implementation
EN-Item
3.
Contribution
to
habitat
protection
and
restoration/strategies
for
managing
impacts
on
biodiversity
1
=
very
low
7
=
very
high
level
of
implementation
EN-Item
4.
Initiatives
to
reduce
emissions,
effluents
and
waste
1
=
very
low
7
=
very
high
level
of
implementation
Social
dimension
SO-Item
1.
Providing
a
healthy
and
safe
work
environment/offering
products
and
services
with
no
impact
on
the
health
and
safety
of
customers
1
=
very
low
7
=
very
high
level
of
implementation
SO-Item
2.
Initiatives
to
ensure
diversity
and
equal
opportunities,
prevent
discrimination
in
the
workplace
and
promote
work–life
balance
1
=
very
low
7
=
very
high
level
of
implementation
SO-Item
3.
Conservation
of
the
cultural
heritage
and
traditional
values
of
local
communities
1
=
very
low
7
=
very
high
level
of
implementation

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