particularly relevant will be useful for naking the appropriate decisions regarding the level and orientation of the proaclive environmental strategies in the industry Even when managers in the industry have generally recognized that reputalion (and not potential reduction of costs is the main incentive furtheir proactive environmental approaches, interestingly, the majority of works in the tuurisnindustry are particularl illustrative about the possibility of obtaining greater efficiency via environmental business strategies (e.g. cost versus differentiation) can produce differentiated effects on the performance of hospitality and tourism firms depending on the proactive enviroiniental practices. To illustrate this point, we do not know whcther the boutique business approach in the tourism industry should pay special attention to the environnental issues (assuming that economic wealth of their customers is typically related to environmental interest) or just the opposite (axsuming that customers want to indulge for a few days when they pick up thi category). In this sens the spccific implications of potential mismatches between environmenta nd general business strategies in the hospitality and tourism firms need more attention 1.3 liitlure research at functional level The heterogeneous attention given to different environmental issues at thc functional level in tourism liter still generates many areas of interest for future research. The operations activities of hospitality and to ism films and their environmental received special attention in literature, although there are still implications hav relevant gaps related to thc analysis of a firm's supply chain management and the whole cycle of life in the activity. Where previous studies have mainly focused on internal or tour operator requirements of the hotels, the general literature Um ctivities environmental management is now paying growing attention to the challenges of the environmental impacts generated by suppliers and the aggregated impact of the activitics. Sonrc hotels are in fact raising attention to this issue by adding sustainability duties to the responsibility of the purchasing manager (e.g. organic food o certiied wood inhotels). Nevertheless, a more complex analysis might be necessary. To illustrate this point, the so-called "eco-resorts" located inAfrican national parkstypically consider daily operations. It is now more common that the hotels and resorts are beginning to consider the environmental impacts of their supplier However, it is challenging but also crucial in sensitive locations that they should also consider the environmental impacts of their customers' flights and travels around the resort The limited atuention paid to human resource practices in hospitality and tourism firms is remarkable (especially considering that the environmental management of hospitality and tourism firns and the tourism activities in general are quite human resource intensive). In this sense, the role ofemployees is fundamentalto the visibility of the environmental comnitment of a tirm to their customers. The future research on this uopic should pay attentionto factors that are quite unique to the tourism industry, such s the very heterogeneous qualification, commitiment, age and dedication of the people working in the tourism industry Finally, the environmental marketing literature in the industry is broad and migh need a specific review. This section is only meant to highlight two specific issues that deserve more attention for future research in the marketing arena. First, although many previous studies have analyzed eco-certifications in the industry (Anderson et al, 20135