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Purpose This study aims to analyze corporate social responsibility (CSR) programs in tourism as a tool for sustainable development in the CSR program of a multinational enterprise in Turkey. Design/methodology/approach This study includes qualitative research on a single company, content analysis of company-originated documents, participant observations, questionnaires for tourism project coordinators and follow-up interviews with company directors and project managers. Findings The paper identifies immediate context variables, program management, the complementary nature of interests and the diverse capabilities of the partners and an ongoing evaluation process as the determining factors for creating shared value for CSR programs in tourism. Research limitations/implications Despite the challenges of impact assessment and measurement of long-term effects, the study proposes a systematic framework for evaluating shared value creation generated by CSR activity. Practical implications The evaluation methodology introduced in this research will be of use to CSR program developers in interpreting and reporting on the anticipated outcomes and impacts of their interventions in sustainable tourism development. Social implications A lack of outcome evaluation and impact assessment may affect accountability and, hence, the legitimacy of CSR programs. This study attempts to mitigate that limitation by introducing a novel methodology. Originality/value The value of CSR in tourism is a highly contested issue, despite its high potential for contributing to sustainable development. This longitudinal research goes beyond presenting immediate outputs of a CSR program in sustainable tourism; it discusses intermediate outcomes in the form of capitals, community well-being and shared value for society at large.

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Abstract:Organizations adopt diverse strategies to govern the technical and managerial aspects of sustainability implementation processes. The need for better leading and managing people-related issues emerges as companies aim for more effective change towards sustainability. The human aspect of the sustainability implementation process is mostly not paid enough attention, but it can significantly affect the success of a change management program by creating hurdles or easing the process. This study considers three human-related factors: resistance to change, internal communication, and employee engagement in sustainability activities of organizations. The aim of the study is to explore how these human factors are managed by tourism companies for organizational sustainability. For this purpose four companies from different sectors of tourism are chosen as case studies and the results are examined using qualitative data analysis techniques. The results indicate that the companies which are in a more advanced stage of sustainability implementation manage human factors using a greater number of channels and employ varied strategies. The results can provide insights into how organizations tackle the challenges of managing human aspect and display the practices that contribute to successful change management programs for achieving organizational sustainability through people.