Abstract
Abstract This chapter explores the capacity of environmental resources to become a competitive advantage for the hotel industry, making an application to Slovenia. The chapter investigates whether hotel managers perceive environmental management techniques as a competitive factor of this business, and the level of priority they confer to these tools. The distinction between the actions of environmental quality management (EQM) and environmental impact management (EIM) is also investigated. In this context, the competitive advantage factor (CAF) model is expanded by a new factor, the environmental management and EQM and EIM components. The model is tested empirically in the case of the Slovenian hotel industry. The investigation provides a benchmark to measure the competitive advantages provided by environmental management techniques.
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