Abstract:The recent global increase in the competitiveness of tourism has made the implementation of eco-innovations a differentiating element among both the destinations and companies in the sector, with quality management and contribution to sustainable development being increasingly valued. However, the eco-innovations that have been developed and implemented in tourist industries have rarely been studied. In this study, the eco-innovations that have been developed and implemented by 57 tourism businesses worldwide are analysed. The identified eco-innovations are classified by using different qualitative methodologies. The obtained results shed light on the limited development of eco-innovations in the tourism industry and the industry focuses mainly on product eco-innovations. Several examples by the tourist sub-industry and types of eco-innovation are analysed. Furthermore, this study provides practical information about measures that both businesses and governmental organisations can adopt to promote eco-innovation in the sector.

The adoption of sustainable management practices is booming among service companies, whether due to pressure exerted by external agents or the internal perception that not being aligned with sustainability distances companies from clients and puts companies' long-term prospects at risk. However, few studies have examined the combined effect of implementing environmental management practices and corporate social responsibility practices in the tourism sector. By analysing two surveys conducted with the managers of 370 hotels and 176 restaurants and using structural equations, this study concludes that sustainability practices have a direct and significant impact on the company's competitiveness and on the companies' financial results. However, a separate study of the two surveys shows significant differences between the two analysed groups. This article suggests that despite operating in the same sector, hotels and restaurants behave differently regarding sustainability practices, and they achieve significantly different results in their implementation. In addition, by focusing on the tourism industry, a highly competitive sector, this analysis sheds light on whether investing in sustainability is a good strategy for companies to differentiate themselves and survive in complex sectors.

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Purpose – The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness. Design/methodology/approach – Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis. Findings – The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers’ perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample. Practical implications – The management team should understand that its attitude toward quality management could affect the company’s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers’ requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm’s employees and the service quality offered to the customers is crucial to achieving better financial performance. Originality/value – The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team’s attitudes toward innovativeness and the implementation of a quality management standard.

La atención en Salud Mental ha sufrido una radical transformación a lo largo de la historia, tanto desde el punto de vista asistencial como de la consideración de la enfermedad, siendo el punto de inflexión definitivo el momento en que la cobertura de las enfermedades mentales se integró dentro del Sistema de Salud. Desde entonces, la organización de la Salud Mental ha evolucionado atendiendo a las diferentes necesidades de la sociedad, hasta llegar actualmente a las organizaciones sanitarias integradas, donde operan de forma conjunta la Atención Primaria, la hospitalaria y los servicios sociales, tanto desde una perspectiva asistencial como de gestión. Además, hay que tener presente que España cuenta en la actualidad con un sistema sanitario de cobertura universal que está transferido a las Comunidades Autónomas, existiendo diferencias significativas entre cada una de ellas, según se refleja en sus particulares Planes de Salud. La metodología utilizada se basa en las técnicas de investigación histórica centrado el análisis en la evolución histórica de la salud mental y cómo se ha abordado desde las Comunidades Autónomas que son objeto de estudio dicha patología. Los desequilibrios territoriales y de asignación de recursos se incrementan en periodos de crisis. En el presente trabajo se analiza este tipo de atención en dos comunidades autónomas, el País Vasco y Cataluña, que aun siendo ambas de naturaleza avanzada, presentan diferencias significativas.