本論文探討越南國際飯店員工如何理解並經驗影響其親環境行為的關鍵因素。研究以能力—動機—機會為分析架構，並透過對第一線員工與人資實務者的半結構式訪談，歸納出四個主題：員工對PEB的理解、促進因素、限制因素與改善策略。研究發現，員工普遍具備足夠的能力與強烈的動機去實踐永續行為；然而，PEB在日常工作中反覆受限於「機會不足」。此處的「機會」指的是：旺季高負荷與時間壓力下缺乏可用時間、精實人力配置造成排班彈性不足、缺少必要工具與基礎設施（如分類桶、標示、回收／清運系統），以及永續要求未能有效納入日常營運流程與例行作業。因此，即使員工態度正向，永續承諾仍常停留在政策或活動層次，難以穩定落實於每日實務，形成明顯的「落實落差」（implementation gap）。基於此一證據，本研究進一步提出在高壓服務情境中應重新理解AMO：Opportunity具有「守門人」角色，介入設計需優先強化機會條件，並可將重點調整為OMA的優先順序。透過整合員工的「表徵」與人資的「診斷」，研究指出PEB的失靈主要源自組織設計與營運配置，而非員工意願不足。最後，本研究提出對飯店營運與人資政策的具體建議，以透過時間、人力、工具與流程設計來「打開機會之門」，促進穩定的親環境行為。

This thesis examines how employees in Vietnam’s international hotels perceive and experience the factors shaping their Pro-Environmental Behavior (PEB). Using the Ability–Motivation–Opportunity (AMO) framework and semi-structured interviews with frontline employees and HR practitioners, the study identifies four themes: employees’ understandings of PEB, drivers, constraints, and improvement strategies. The findings show that employees generally demonstrate adequate Ability and strong Motivation to act sustainably. However, PEB is repeatedly constrained by limited Opportunity—defined as insufficient time under heavy peak-season workloads, lean staffing, inadequate tools and infrastructure (e.g., bins, labels, collection systems), and weak integration of sustainability into daily operational routines and schedules. This Opportunity bottleneck explains the implementation gap: sustainability commitments often remain visible at the policy level but become inconsistent in everyday practice. Based on this evidence, the study refines AMO for high-pressure hospitality contexts by arguing that Opportunity functions as a gatekeeper, and thus should be prioritized first (OMA) when designing interventions. By integrating employee “symptoms” with HR “diagnoses,” the study highlights that PEB breakdown is primarily an organizational design issue rather than a lack of employee willingness. Practical implications are offered for hotel operations and HR policy to “open the gate” by protecting time, staffing, tools, and workflow space for sustainable action.

Thesis Validation Letter i
Acknowledgement ii
Abstract (Chinese) iii
Abstract (English) iv
Table of Contents v
List of Figures vii
List of Tables viii
List of Acronyms ix
Introduction 1
1 Literature Review 6
1.1 Pro-Environmental Behavior (PEB) 7
1.1.1 Definitions and Dimensions of PEB 7
1.1.2 Global Antecedents and Outcomes of PEB (Hospitality Research) 8
1.1.3 PEB in the Vietnamese Hotel Sector 10
1.2 Theoretical Frameworks for Explaining PEB 12
1.2.1 Theory of Planned Behavior (TPB) 13
1.2.2 Value–Belief–Norm (VBN) Theory 13
1.2.3 AMO Framework: Origins and Concepts 14
1.2.4 Why AMO Is Chosen Over Other Theoretical Models 15
1.2.5 Components of AMO and Implications for PEB 16
1.3 Summary and Research Gap 18
2 Research Methodology 21
2.1 Research Design 22
2.1.1 Interpretivist approach 22
2.1.2 Phenomenological approach 23
2.2 Sampling Strategy and Participants 24
2.2.1 Interview Protocol and Procedures 31
2.2.2 Interview Guide 31
2.3 Data Collection Strategy 33
2.4 Analysis Method 34
2.5 Ethical Considerations 47
3 Analysis And Findings 48
3.1 Theme 1: Employees’ Understandings and Practices of PEB 50
3.1.1 Subtheme 1: Energy and Resource Saving in Daily Work 53
3.1.2 Subtheme 2: Waste Sorting, Recycling, and Reuse 54
3.1.3 Subtheme 3: Participation in Organised Green Activities 56
3.2 Theme 2: Drivers of PEB 59
3.2.1 Subtheme 1: Ability Drivers – Environmental Training and Internal Communication 62
3.2.2 Subtheme 2: Motivation Drivers – Personal Values, Meaning and Recognition 63
3.2.3 Subtheme 3: Opportunity Drivers – Empowerment, Participation Targets and Organised Activities 66
3.3 Theme 3: Barriers and Challenges (AMO Constraints) 69
3.3.1 Subtheme 1: Ability Constraints (A) 72
3.3.2 Subtheme 2: Motivation Constraints (M) 74
3.3.3 Subtheme 3: Opportunity Constraints (O) 75
3.4 Theme 4: Suggestions to Improve PEB 79
3.4.1 Subtheme 1: Ability-Enhancing Suggestions 81
3.4.2 Subtheme 2: Motivation-Enhancing Suggestions 83
3.4.3 Subtheme 3: Opportunity-Enhancing Suggestions 84
3.5 Making Sense of the Findings: Why PEB Breaks Down in Practice 87
3.5.1 High Motivation, Limited Opportunity 87
3.5.2 What Sticks and What Fades: Mandatory vs Voluntary PEB 89
3.5.3 What Employees Feel vs What HR Sees 90
3.5.4 What This Means for AMO 92
4 Discussion 93
4.1 Re-stating the Argument and Answering the Research Question 94
4.2 Theoretical Positioning and Contributions 95
4.2.1 Refining AMO in High-Pressure Hospitality Contexts: From AMO to OMA 96
4.2.2 Localising OMA and PEB in Vietnam’s International Hotels 98
4.2.3 A Multi-Level View: From Employee “Symptoms” to Organisational Mechanisms 99
4.3 Practical Implications 100
4.3.1 Implications for Hotel Operation 100
4.3.2 Implications for HR Policy and Human Resource Management 102
4.4 Limitations 103
4.5 Directions for Future Research 104
Conclusion 105
References 108

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