Abstract

The adoption of environmental strategies in the hotel industry has become increasingly critical in response to growing environmental concerns, stakeholder pressure, and regulatory demands. This article explores the key driving and restraining forces influencing the implementation of green practices in hotels, using Kurt Lewin’s Force Field Analysis as the conceptual framework. Driving forces include factors such as enhanced corporate image, customer demand for sustainable services, regulatory compliance, cost savings through energy and water efficiency, and competitive advantage. On the other hand, restraining forces encompass high implementation costs, lack of expertise, resistance to change, limited management support, and uncertainty regarding return on investment. The study identifies and evaluates these forces through qualitative and quantitative data from hotel managers and industry experts, offering insights into the balance of influences that shape strategic decision-making. The analysis reveals that while many hotels recognize the long-term benefits of environmental sustainability, immediate financial and operational barriers often hinder full-scale adoption. By systematically examining these forces, the study provides a strategic foundation for hotel managers to mitigate resistance, strengthen enablers, and align organizational goals with environmental objectives. This research contributes to sustainability management literature and offers practical guidance for greener transformation in the hospitality sector.