The author's research suggested that there were only two driving forces behind corporate environmentalism in Penang, Malaysia. The first of these fits previous findings of a "top-down" system where in corporate executives mandate greening, and it is carried out by lower level managers. Kasim notes that only one chain currently has such a corporate mandate, however, and cites its likely strategic motivation. Other hotel chains in the area do not possess the "win-win" attitude of environmental responsibility. The only other factor identified as a driver of corporate environmentalism is the governments inclusion of environmental consciousness in hotels' ratings, but this does not even amount to regulation. And while regulation exists, it is not stringent, well-enforced, or effective. Barriers, meanwhile, include the rapid rate of growth in Malaysia's tourism industry and its attempt...
Rapid overgrowth will increase competition and lead to increased cost-cutting, which tends to precipitate greater environmental impacts. There is also a general lack of conviction concerning corporate environmentalism and a lack of supporting infrastructure evident in the region.
The author acknowledges the limits of qualitative data insofar as repetition and practical solutions, but manages to provide adequate practical interpretations and recommendations nonetheless. In general, the researcher's findings are well-documented and explained in this article. No conclusions are drawn prematurely, yet carefully acknowledged uncertain inferences have been drawn that point clearly in the directions that further research should take, as well as practical suggestions for increasing drivers to corporate environmentalism in developing countries.
