Overcoming barriers of corporate digital responsibility in the hospitality and tourism industry: a social identity perspective

Purpose Corporate digital responsibility (CDR) has become a crucial topic in the digital era. However, studies examining CDR in the hospitality and tourism industry remain limited, particularly in terms of the challenges involved. Thus, this study aims to explore the decision-making processes related to CDR barriers, attitudinal ambivalence and compliance intentions toward CDR initiatives. Design/methodology/approach Data were collected from employees in the U.S. hospitality and tourism industry through an online survey. The analysis primarily involved confirmatory factor analysis, structural equation modeling and multigroup analysis to assess the results. Findings The barriers of “lack of awareness,” “economic constraints” and “technological complexity,” but not “lack of organizational focus,” negatively influenced compliance intentions. However, all four barriers positively affected attitudinal ambivalence. In addition, employees’ attitudinal ambivalence significantly and indirectly affected compliance intentions. Finally, the moderating role of organizational trust was partially confirmed. Originality/value This research fills a critical gap in the study of CDR in the hospitality and tourism industry by focusing on barriers to its implementation during digital transformation. While corporate social responsibility benefits have received considerable attention, this study uniquely examines CDR challenges from the employee perspective, highlighting their role as key implementers. Applying social identity theory and incorporating organizational trust as a moderating factor, it offers actionable insights for overcoming barriers, reducing ambivalence and strengthening employee compliance with CDR initiatives.