The conceptual foundation of this study draws from the Triple Bottom Line (TBL) framework (Elkington, 1997), which defines sustainability through three interdependent dimensions: environmental, economic, and social. In parallel, the proposed hypotheses are guided by attitudinal models of consumer behaviour that highlight the role of emotional and psychological mechanisms, such as customer loyalty, in transforming values and perceptions into behavioural intentions (Han et al., 2019; Sun et al., 2022). Together, these frameworks support the mediation model tested in this research.

The incorporation of sustainable practices in the hospitality sector, beyond significantly contributing to environmental preservation and social progress, also serves as a differentiating and strategic factor in strengthening the competitiveness of hotels and fostering long-term relationships with customers (Wong and Kim, 2020). The tourism and hospitality sector—a core component of the global economy—encompasses a wide range of establishments dedicated to providing accommodation, food and beverage services, event organisation, and leisure activities (Page and Connell, 2020). Hotels can be categorised into different typologies (e.g., hotels, resorts, guesthouses) depending on the type of service offered, star classification, target market segment, or geographic location (Migdadi, 2024).

With the increase in environmental awareness and the pressure exerted by consumers and stakeholders, there has been a growing demand for sustainable practices within the sector. This has led to the adoption of measures such as improving energy efficiency, implementing responsible waste management, using renewable energy sources, and reducing carbon footprints (Murphy and Gouldson, 2020). Guests appreciate personalised and authentic experiences that align with their values, preferring establishments committed to environmental and social wellbeing (Shoukat and Ramkissoon, 2022). Differentiation based on service quality, innovation, and sustainability has become an essential vector for the success and longevity of hospitality businesses (Pereira-Moliner et al., 2021). In this context, it is crucial to understand how sustainable strategies, when linked to the construction of loyal customer relationships, influence return intentions (Tostões, 2022).

This dynamic is closely related to the concept of conscious consumption, which refers to consumers’ tendency to consider ethical and sustainable criteria when making purchasing decisions (White et al., 2019). Rather than focusing solely on functional needs, guests seek to align their choices with broader causes such as environmental preservation or social equity (Han et al., 2019). When a hotel’s practices are perceived as authentic and aligned with these values, guests tend to form symbolic and emotional connections with the brand, reinforcing their loyalty and increasing the likelihood of returning (Uludag et al., 2024).

The three pillars of sustainability—environmental, economic, and social—play a central role in how hotels operate, position themselves in the market, and interact with various stakeholders (Miller and Torres-Delgado, 2023). Environmental sustainability refers to minimising the ecological impact of hotel operations through the efficient use of natural resources, ecosystem conservation, and the implementation of practices such as recycling, water and energy management, and waste reduction (Khatter et al., 2021). Economic sustainability entails balancing business profitability with social responsibility and efficient resource management, promoting financially viable and resilient business models committed to long-term value creation (Njoroge et al., 2020; Qiu et al., 2019). Social sustainability focuses on valuing human capital and local communities, fostering inclusion, equity, professional development, and partnerships with social initiatives that promote education, health, and culture (Jäggi, 2022).

The integrated and effective implementation of these three pillars contributes to the sustainable development of the sector, strengthens the hotel’s value proposition, enhances guest satisfaction, and boosts customer loyalty. Therefore, sustainability is no longer solely an ethical or legal responsibility but has become a strategic element critical to consolidating business competitiveness and long-term sustainability (TravelPerk, 2023).

Return intention is a key indicator in hotel management, as it reflects guests’ predisposition to return to the same hotel based on their previous experiences. This behaviour is often interpreted as an expression of customer loyalty and has a direct impact on the financial and operational sustainability of hospitality businesses (Viet et al., 2020). Among the main factors influencing return intention are service quality, personalised attention, problem-solving effectiveness, the comfort of facilities, and perceived value for money (Padlee et al., 2019). The opportunity to experience memorable stays, marked by positive emotions and interaction with the local culture and community, tends to significantly increase return intentions (Bec et al., 2019). Such positive experiences enhance the perceived value of the service and create emotional bonds that encourage repeat visits (Viet et al., 2020).

Environmental, social, and economic practices—the three fundamental pillars of sustainability—can directly influence consumers’ perceived value and, consequently, strengthen their intention to return to the hotel (Pereira-Moliner et al., 2021). Environmental measures such as efficient management of natural resources, reduction in energy and water consumption, and waste minimisation policies can significantly enhance a hotel’s image among customers increasingly aware of environmental issues (Han and Hyun, 2018). The adoption of socially responsible practices that promote employee wellbeing, involve the local community, and value cultural authenticity also positively impacts guest satisfaction, contributing to the strengthening of emotional ties (Pereira-Moliner et al., 2021). In the economic dimension, transparency and responsibility in financial management, including fair pricing practices and clear communication of value, consolidate customer trust and loyalty (Njoroge et al., 2020).

Therefore, return intention can be understood as a behavioural manifestation of loyalty, strongly influenced by the effective integration of the three pillars of sustainability into hotels’ operational and communication strategies. Understanding the nature of these factors enables the development of integrated strategic approaches capable of fostering long-term customer relationships, enhancing institutional reputation, and ensuring sustainable growth (Zou et al., 2022).

Previous studies suggest that sustainability practices influence not only how customers perceive the value of a service, but also their behavioural intentions, including the likelihood of returning to the same hotel (Han and Hyun, 2018; Viet et al., 2020). When sustainability is authentically communicated and integrated into the guest experience, it reinforces perceptions of trust, responsibility, and brand identification. It is therefore reasonable to expect that stronger perceptions of sustainability will be associated with increased return intentions.

Based on this evidence, the first research hypothesis was formulated:

Customer loyalty is recognised as one of the main strategic objectives in the hospitality sector, being influenced by several factors, among which sustainable practices stand out (Han et al., 2019). In this context, the three pillars of sustainability—environmental, economic, and social—play an important role in building long-term relationships between guests and hotels (Shoukat and Ramkissoon, 2022).

Customers value the preservation of natural resources, the reduction of negative impacts on ecosystems, and the environmental responsibility demonstrated by hotels (Khatter et al., 2021). When these actions are perceived as authentic and consistent, they foster customer identification with the hotel’s values and promote loyalty (Sun et al., 2022). Sustainability is also reflected in efficient resource management aimed at ensuring financial viability without compromising service quality (Yusof et al., 2017). The adoption of energy-efficient technologies, the promotion of local products, or the reduction of operational costs can directly benefit guests, both at the level of the experience and the final price (Qiu et al., 2019). When customers perceive that resources are managed responsibly and transparently, they tend to develop a higher degree of trust and loyalty towards the hotel (Pereira-Moliner et al., 2021).

Respect for workers’ rights, investment in the continuous training of teams, and support for local social and cultural initiatives reflect a concern for collective wellbeing (Jäggi, 2022). Studies conducted by Uludag et al. (2024) show that guests recognise and value such engagement, especially when they perceive that their choice contributes to relevant social causes. The perception of a genuine commitment to sustainable practices reinforces the emotional engagement with the hotel, consolidating lasting relationships that go beyond mere momentary satisfaction (Shoukat and Ramkissoon, 2022).

Research shows that customer loyalty is shaped not only by service quality and satisfaction, but also by value alignment and emotional connection (Shoukat and Ramkissoon, 2022; Uludag et al., 2024). When guests perceive that a hotel is genuinely committed to sustainability—whether through environmental care, economic responsibility, or social engagement—they are more likely to trust the brand and develop a lasting bond. Thus, each pillar of sustainability may contribute meaningfully to the development of customer loyalty.

Based on the reviewed literature, the second research hypothesis was formulated:

The theoretical foundation of this study draws on the TBL approach (Elkington, 1997), which conceptualises sustainability through three interdependent pillars: environmental, economic, and social. Additionally, the study is anchored in attitudinal models of consumer behaviour, particularly those that recognise the role of emotional and relational mechanisms, such as customer loyalty, in translating values into actions (Han et al., 2019; Sun et al., 2022). This framework allows us to examine not only the direct effects of sustainability perceptions but also the psychological processes that mediate behavioural intentions.

The relationship between sustainable practices implemented by hotels and customers’ intention to return does not occur exclusively through a direct pathway (Han et al., 2019). This intention may be influenced by attitudinal or emotional mediating variables (Uludag et al., 2024). Within this context, customer loyalty emerges as a central mediating variable, acting as a bridge between the perception of sustainable practices and the intention to return to the same hotel (Sun et al., 2022).

Environmentally conscious customers tend to value hotels that adopt sustainable environmental practices. According to Khatter et al. (2021), such initiatives not only meet the expectations of an increasingly environmentally aware segment of consumers but also enhance the organisation’s credibility and reputation. These practices increase guest satisfaction and emotional engagement, promoting loyalty, which acts as a mediator between the positive perception of environmental initiatives and the intention to return (Han et al., 2019).

Management practices that demonstrate a balance between operational efficiency and a commitment to economic sustainability are also highly valued by customers. Research by Qiu et al. (2019) shows that strategies promoting profitability without compromising service quality (e.g., the use of sustainable technologies, the adoption of fair pricing policies) are perceived as indicators of responsibility and organisational maturity. When these practices are communicated clearly and consistently, they strengthen guests’ trust, thus enhancing their loyalty (Njoroge et al., 2020). Khan et al. (2020) further emphasise that trust is a decisive factor in customer loyalty.

Initiatives such as supporting cultural projects, hiring local employees, or investing in continuous training are perceived as indicators of corporate social responsibility (Lee and Kim, 2013). When guests recognise such engagement, they tend to identify with the hotel and develop an emotional connection to their experience (Jäggi, 2022). This connection translates into a higher degree of loyalty, acting as a mediating mechanism between the perception of social responsibility and the decision to return. The mediation model thus allows for understanding that the effects of sustainable practices on return intention are also influenced by loyalty (Yusof et al., 2017). This variable mediates the relationship between perceived sustainability and future behaviour, reinforcing the importance of an integrated and coherent management of environmental, economic, and social practices within the hospitality sector (Han et al., 2019).

While sustainability practices may directly influence return intentions, the strength of this relationship often depends on the emotional and attitudinal responses they elicit. Loyalty, as an internalised form of brand connection, plays a pivotal role in transforming sustainability perceptions into behavioural intentions (Han et al., 2019; Sun et al., 2022). It is therefore expected that customer loyalty will mediate the relationship between the three sustainability pillars and the intention to return.

Guest loyalty has been widely recognised as a key attitudinal and emotional response to consistent service quality and value alignment (Han et al., 2019). In the context of sustainability, loyalty often reflects the guest’s psychological attachment to a brand perceived as ethical, responsible, and trustworthy (Sun et al., 2022; Shoukat and Ramkissoon, 2022). Prior studies have tended to explore the direct relationship between sustainability and behavioural intentions, without accounting for the psychological mechanisms that underpin this link. By introducing loyalty as a mediating variable, this study seeks to clarify how perceptions of sustainable practices are internalised and transformed into revisit intentions. This approach adds nuance to the literature and highlights loyalty as a central mechanism through which sustainability translates into customer behaviour.

Based on these considerations, the third research hypothesis was developed:

Figure 1 presents the conceptual model of the study, highlighting the proposed relationships between the variables and the respective research hypotheses.

According to PORDATA (2024), Portugal had approximately 1.800 officially classified hotels. In Mozambique, recent tourism reports indicate the existence of over 8.500 lodging establishments, including hotels, collectively offering more than 45.000 rooms (GlobeNewswire, 2024). The sample was drawn from 32 hotels (17 in Portugal and 15 in Mozambique), covering different regions and classifications (from three to five stars). This number reflects the typical guest volume per hotel during the data collection period and provides a representative cross-section of the hospitality sector in both countries.

The study involved the participation of 348 guests who stayed in hotel establishments between January and March 2025, with 50.6% of the sample comprising male respondents. Participants’ ages ranged from 19 to 76 years, with a mean age of approximately 40 years (SD = 11.92). Table 1 presents a detailed description of the participants’ sociodemographic characteristics.

Data collection was conducted online through the administration of a survey. The survey link was shared with guests from various hotels after obtaining prior authorisation from hotel managers. At the beginning of the questionnaire, the objectives of the study were presented, and participants were assured of the anonymity and confidentiality of their responses. The statistical analysis of the data was carried out using SPSS (version 30) and AMOS (version 29).

Data were analysed through a multi-step procedure: descriptive statistics and normality tests (skewness, kurtosis, Mardia’s coefficient); regression analyses for H1 and H2; structural equation modelling for overall model testing; and mediation analysis using PROCESS macro (Model 4) to test H3. All analyses were performed using SPSS 29 and AMOS 29.

The verification of multivariate normality was conducted using Mardia (1980) coefficient, which assesses skewness and kurtosis indices, as well as the associated statistical significance (p-value). The results indicated that this assumption was met (Mardia_skewness = 4.648, p = 0.584; Mardia_kurtosis = 8.824, p = 0.421), as the standardised value of Mardia’s coefficient exceeded 5% (p > 0.05; Hossain et al., 2022; Mardia et al., 2024). Moreover, skewness values (ranging from −1.12 to 0.97) and kurtosis values (ranging from 0.50 to 1.25) fell within the recommended interval of [−1.5; 1.5], making them suitable for the application of structural equation modelling (Lam and Zhou, 2020).

As data were collected through self-reported questionnaires from a single respondent source, the potential for common method bias must be acknowledged. To mitigate this risk, we ensured respondent anonymity, used multi-item scales, and varied item wording to reduce consistency artifacts. Additionally, Harman’s single-factor test was performed, including all items, to assess the presence of common method variance (Kock et al., 2021). The results revealed a single-factor solution accounting for 47.1% of the total variance, indicating that the model was not significantly compromised by this type of bias. Future studies could strengthen construct validity by adopting multi-source data or longitudinal research designs.

Regarding construct validity, the results confirmed convergent validity, with Average Variance Extracted (AVE) values exceeding 0.50 and Composite Reliability (CR) values above the recommended threshold of 0.70 (Cheung et al., 2024). Discriminant validity was assessed using three complementary criteria. First, Maximum Shared Variance (MSV) values were lower than the respective AVEs, in line with Acar et al. (2023). Second, the Fornell-Larcker criterion was applied, confirming that the square root of the AVE for each construct exceeded its correlations with other constructs. Finally, the Heterotrait-Monotrait Ratio (HTMT) was also calculated, with all values remaining below the conservative cut-off of 0.85, indicating that the constructs are empirically distinct (Henseler et al., 2015).

Finally, it was observed that, with the exception of age and gender, all variables were significantly correlated (Table 2). These results suggest that the sociodemographic variables mentioned do not interfere with the relationship between the pillars of sustainability, customer loyalty, and the intention to return to the same hotel.

Subsequently, confirmatory factor analysis (CFA) was conducted to assess whether the observed variables adequately represented the underlying latent constructs, as proposed by Alavi et al. (2020). The results indicated that the model demonstrated an adequate fit to the sample. [χ²₍₂₆₂₎ = 3.17, p < 0.001, CFI = 0.91, TLI = 0.90; SRMR = 0.03, RMSEA = 0.07, LO90 = 0.07, HI90 = 0.08].

This study contributes to a deeper understanding of sustainability within the hospitality sector by adopting an integrated and critical approach to analysing the impact of the three pillars of sustainability on customers’ return intentions. Furthermore, it challenges the prevailing assumption in the literature that the environmental, social, and economic pillars exert homogeneous effects on consumer behaviour. The findings revealed a significant differentiation in the weight attributed to each pillar. It was found that the environmental and economic pillars exert a direct and significant influence on return intention, while the social pillar has only an indirect impact mediated by loyalty. These results suggest that the effectiveness of sustainable practices depends not only on their implementation but, more importantly, on how they are perceived and experienced by customers.

In particular, the results raise the hypothesis that social actions, often less visible or less understood, require specific communication and engagement strategies to translate into return behaviours. Additionally, the mediating role of customer loyalty highlights the importance of emotional and relational dimensions in consolidating the bond between the customer and the hotel. The findings demonstrate that loyalty emerges as a consequence of sustainable practices and of customers’ identification with the brand’s values, confirming its central role in converting perceptions into behaviours.

The findings provide relevant and actionable insights for hotel managers aiming to strengthen guest loyalty through sustainability-based strategies. Specifically, the fact that only practices perceived as visible and authentic influence return intention highlights the need to communicate sustainability commitments clearly, consistently, and in emotionally engaging ways.

In relation to the environmental pillar, the effectiveness of initiatives such as reducing plastic use or adopting renewable energy depends heavily on their visibility and coherent integration into the guest experience. Perceived authenticity is essential in transforming these actions into competitive advantages.

With respect to the economic pillar, although efficiency and transparency in management are not always directly perceived by guests, the perception of balance between price, value, and quality enhances trust and loyalty. Managers are therefore advised to adopt subtle yet effective communication strategies that highlight long-term and sustainable management practices.

As for the social pillar, the results suggest that social responsibility efforts should be made more visible and emotionally salient, for example, by humanising them through real stories, faces, and projects. Allowing customers to engage symbolically in these initiatives can reinforce their emotional bond with the hotel and enhance brand loyalty.

Finally, this research reinforces that loyalty is not limited to traditional reward programmes, such as points or discounts. The creation of emotional bonds, rooted in shared values and authentic experiences, plays a decisive role in increasing guests’ intention to return and in stimulating positive word-of-mouth. Hotels that succeed in translating their sustainable practices into meaningful and engaging guest experiences will be better positioned to build long-term customer relationships.

Despite the relevant contributions this study makes to the understanding of sustainability in the hospitality sector, some limitations must be acknowledged, which may constrain the generalisability and depth of the results obtained.

Firstly, although the sample size was adequate for the statistical analyses performed, the sampling was non-probabilistic and concentrated predominantly on guests from specific geographical regions and sociodemographic profiles. This limitation may restrict the applicability of the results to other cultural, economic, or territorial contexts where the perception of sustainability and its influence on loyalty and return intention might differ.

Secondly, the methodology relied exclusively on customers’ subjective perceptions of the sustainable practices observed during their stay. While suitable for capturing consumer representations, this approach may not fully reflect the actual effectiveness or authenticity of the practices implemented by hotels. This issue is particularly relevant for the social pillar, whose direct impact was not confirmed, suggesting a possible discrepancy between the actual practices and their visibility or comprehension by guests.

Moreover, the study adopted a cross-sectional design, capturing the relationships between variables at a single point in time. Since loyalty is a dynamic and cumulative process, the lack of a longitudinal perspective limits the understanding of how the relationship between sustainable practices and return behaviours evolves over time.

Based on these limitations, several recommendations for future research are proposed. First, expanding the sample to include diverse geographical and cultural contexts is suggested, in order to test the robustness of the model across different markets and consumer segments. Replicating the study in cultures with varying levels of environmental and social awareness may offer valuable insights into the specificity of the effects observed.

In addition, a deeper exploration of the social pillar using qualitative methodologies, such as interviews or focus groups, is recommended. These methods would allow for a richer understanding of the perceptions, emotions, and symbolic interpretations associated with corporate social responsibility practices, clarifying why this pillar primarily exhibits an indirect effect.

Moreover, it would be pertinent to conduct longitudinal studies that track the evolution of customer loyalty over time. Such an approach would enable the analysis of phenomena such as reinforcement, erosion, or transformation of loyalty, depending on the consistency and authenticity of the sustainable practices perceived by guests.

Finally, it is recommended that future studies segment the analysis by customer type, comparing, for example, domestic versus international tourists, or regular versus first-time visitors. This line of research could identify potential differences in perception, valuation, and responsiveness to sustainable practices, thereby contributing to the development of more personalised and culturally sensitive loyalty strategies.

Beyond the variables analysed in this study, future research could explore how technological tools—such as mobile apps, augmented reality, or personalised guest interfaces—influence the perception and communication of sustainability in hospitality. These innovations may enhance the visibility, credibility, and emotional resonance of sustainable initiatives. In parallel, it would be valuable to examine how cultural contexts shape the way guests interpret and respond to sustainability practices, especially in cross-national or intercultural settings. Understanding these dynamics can help tailor strategies that resonate with diverse guest profiles and strengthen global sustainability engagement in the hospitality industry.