Can nudging affect tourists’ low-carbon footprint travel choices?

Abstract

Purpose

This study aims to investigate low-carbon footprint travel choices, considering both destination attributes and climate change perceptions, and examine the impacts of nudging (a communication tool to alter individuals’ choices in a predictable way) on tourists’ preferences for carbon mitigation in destinations.

Design/methodology/approach

A discrete choice experiment questionnaire was administered to a sample of 958 Hong Kong respondents. Hybrid choice modeling was used to examine the respondents’ preferences for destination attributes and to explain preference heterogeneity using tourists’ climate change perceptions. The respondents’ willingness to pay for the destination attributes was also calculated to measure the monetary value of the attributes.

Findings

Destination type, carbon emissions and travel cost had significant effects on tourists’ choices of destination. Nudging increased tourists’ preference for low-carbon footprint choices. Tourists with higher climate change perceptions were more likely than others to select low-carbon destinations with carbon offset projects.

Practical implications

The findings of this study provide an impetus for destination management organizations to support local carbon offset projects, implement policies that mitigate carbon emissions and develop sustainable tourism to fulfill tourists’ demand for low-carbon footprint travel choices. Based on the findings, policymakers could promote sustainable tourism by publishing relevant climate change information on social media.

Originality/value

This study addressed a gap in the literature on tourist travel choice by considering carbon emission-related attributes and climate change perceptions and by confirming the role of nudging in increasing the choice of low-carbon destinations.

Citation

Song, H., Wu, H. and Zhang, H. (2024), "Can nudging affect tourists’ low-carbon footprint travel choices?", International Journal of Contemporary Hospitality Management, Vol. 36 No. 5, pp. 1534-1556. https://doi.org/10.1108/IJCHM-09-2022-1175