Corporate Social Responsibility (CSR) has gained increasing importance in the tourism industry over the past two decades, making it a central aspect of many business strategies. Many international hotel corporations have integrated CSR policies and today, many hotel chains publish not only comprehensive annual CSR reports but also disclose their CSR practices on their corporate websites, press releases and advertising campaigns (de Grosbois 2012). One major question refers to how international hotel corporations manage their CSR policies and strategies and govern the implementation of these in their numerous properties which are located all over the world. Previous research has revealed that chain-wide CSR strategies and what parts of it are actually applied at the hotels vary considerably (Font et al., 2012). This research aims at providing further insight into the management and implementation process of corporate strategies in individual hotels and critically assesses the causes for the “disclosure-performance gap” identified by Font et al. (2012) and de Grosbois (2012). Moreover, a focus was put on the management processes governing the implementation and controlling of chain-wide strategies at the properties, to provide insight into the implementation and monitoring processes of international hotel chains.