Purpose This study examines the role of multiple stakeholders in eco-process innovation and the perceived value of green hospitality organizations. We propose customer involvement as a primary driver of eco-innovation, while leadership support for green innovation and employee involvement represent critical contingencies. Design/methodology/approach A multi-source, multi-level approach using hierarchical linear modeling (HLM) was applied to test the proposed hypotheses, based on data from 46 hotels in the United Arab Emirates. Findings Eco-process innovation has emerged as a critical mechanism linking customer involvement to perceived green value, and this relationship is further strengthened by leadership support for green innovation. Surprisingly, employee involvement did not show a moderating effect in the expected direction. Research limitations/implications This study advances stakeholder theory by positioning eco-process innovation as a core pathway through which hospitality organizations convert stakeholder engagement into sustainable value. Future research could investigate organizational and cultural factors that enhance eco-process innovation in the hospitality context. Practical implications Hospitality managers should prioritize developing and embedding eco-process innovations to maximize customer-driven sustainability outcomes. Strengthening leadership commitment to green innovation can further accelerate the adoption of eco-process innovations, while strategies to activate employee involvement may require more targeted interventions. Originality/value By centering eco-process innovation within a multi-level stakeholder framework, this study provides fresh empirical evidence on how hospitality organizations can integrate customer, leadership, and employee roles to achieve higher perceived green value, drawing insights from an under-researched context.
Quratulain et al. (Wed,) studied this question.