Clubs’ Environmentally Responsible Behavior: The Perspectives of Club Managers in North America

Abstract

ABSTRACT This study investigated clubs’ corporate environmental responsibility (CER), environmentally responsible behavior (ERB), and perceived barriers to implementing ERB. Two primary categories of clubs emerged from the 296 club managers surveyed: clubs that embraced sustainable practices as an operating standard and those that did not value sustainable practices. Independent samples t-tests and Chi-square tests were utilized to compare the differences between the two types of clubs. Results revealed that clubs that engaged in sustainable practices valued CER greatly, had lower perceived barriers to ERB implementation, and conducted more ERB practices. The findings enhanced our current understanding of clubs’ environmental management and challenges, expanding the club research literature. Clubs are suggested to develop a sustainable environmental strategy that motivates them to better engage in environmental practices.