Environmental awareness, action and performance in the Guernsey hospitality sector

Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America

“…Personal values and lifestyle, more than economic factors, play an important role (Ayuso, 2006;Rivera, 2004;Tzschentke, et al, 2004) although this is less important in Chile. The economic reasons relate to seeking a competitive advantage (Knowles, et al, 1999;Stabler, 1997) are also important but are always placed in the background. Stakeholder requirements (Sen, 2011) play a part if we understand society and the environment as stakeholders, and not only clients, government or civil society.…”

“…Although the literature on CSR in the sector is scarce, it has grown in recent years (Kang, Lee, & Huh, 2010), Research has focused on cost reduction and resource consumption in hospitality (Ayuso, 2006;Bohdanowicz & Zientara, 2009a;Kasim, 2007). The main motivation is to reduce costs to provide a competitive advantage (Knowles, Macmillan, Palmer, Grabowski, & Hashimoto, 1999;Stabler, 1997) while also legitimizing how they meet the growing expectations of demand in responsibility (Bremner, 2009;Cheyne & Barnett, 2001;Ian, 1996). Some research has also looked at altruism motivations of CSR in tourism (Ayuso, 2006;Rivera, 2004;Tzschentke, Kirk, & Lynch, 2004).…”

Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance

“…Some of these studies (e.g., Horobin & Long, 1996;Kasim, 2009;Leslie, 2007;Vernon, Essex, Pinder, & Curry, 2003) stress that though most hoteliers perceive the adoption of environmental practices favorably, they have limited awareness and an unclear understanding of the specific dimensions involved in these green practices. Even in the cases in which positive attitudes toward protecting the environment were adopted, these were usually guided by the generation of lower costs and/or higher revenues (Penny, 2007;Stabler & Goodal, 1997). Some scholars highlight the situation-specific role of both country (e.g., geo-political, socio-cultural, economic) and personal (e.g., educational background, environmental expertise, nationality) factors in shaping green attitudes in the hotel sector (Bohdanowicz, 2005(Bohdanowicz, , 2006Leslie, 2007;Rivera & De Leon, 2005;Tzshentke, Kirk, & Lynch, 2008).…”

“…Adopting an environmentally friendly strategic stance in hotels can lead to the creation of competitive advantage (Forsyth, 1995;Stabler & Goodal, 1997). Such green marketing strategies significantly lower costs in the long run and/or help differentiate offerings from the competition, resulting from the use of cheaper recyclable supplies/materials, energy-saving processes, waste-minimization solutions, and operating process improvements (Porter & Van der Linde, 1995).…”

Doing good to do well? Corporate social responsibility reasons, practices and impacts in small and medium accommodation enterprises

“…This is the most widely quoted argument for business engagement, aligned with the classic objective of maximizing returns and obtaining competitive advantages through cost reduction, sales increases, new market opportunities and enhanced company image. Different studies identify competitive advantages as reasons behind the adoption of sustainable practices in tourism businesses (Branco & Rodrigues, 2006;Forsyth, 1996;Knowles, Macmillan, Palmer, Grabowski, & Hashimoto, 1999;Middleton & Hawkins, 1993;Stabler, 1997). The legitimacy approach to explaining environmental and CSR engagement is close to institutional and stakeholder theories, viewing CSR as a manner of compliance with social norms and values to maintain reputation among the stakeholders affected by the enterprise activity (Bramwell & Alletorp, 2001;Brown, 1996;Cheyne & Barnett, 2001;Ian, 1996;Kirk, 1998).…”