Examining tourism SME owners’ place attachment, support for community and business performance: the role of the enlightened self-interest model

Hallak, Rob; Brown, Graham; Lindsay, Noël

doi:10.1080/09669582.2012.709861

Cited by 30 publications

(30 citation statements)

References 83 publications

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“…The rationale is that companies' investment in the community can improve corporate performance (Besser et al 2006), with community goodwill representing a key effect of corporate philanthropy (Hallak et al 2013). Social investments in philanthropic projects that benefit the wider community can improve the competitive context in which companies operate (Porter and Kramer 2002).…”

Section: Motivations: Co-implication Of Altruism and Selfinterestmentioning

confidence: 99%

“…Coles et al 2013;Hallak et al 2013), with tourism's ability to ''emerge and remain an agent of good will'' being influenced by the capacity of involved actors to make ''ethically sound decisions'' (Fennell and Przeclawski 2003, p. 140). Tour operators' increasing charitable engagement forms part of their responsible business practises, with their work drawing together a spatially diverse web of stakeholders.…”

Section: Corporate Philanthropy Through the Lens Of Ethical Subjectivmentioning

confidence: 99%

“…This form of responsible behaviour, rather than being a reflection of altruistic intention, is often related to the model of enlightened self-interest (Hallak et al 2013). The rationale is that companies' investment in the community can improve corporate performance (Besser et al 2006), with community goodwill representing a key effect of corporate philanthropy (Hallak et al 2013).…”

Section: Motivations: Co-implication Of Altruism and Selfinterestmentioning

confidence: 99%

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Corporate Philanthropy Through the Lens of Ethical Subjectivity

2017

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The dynamic organisational processes in businesses dilute the boundaries between the individual, organisational, and societal drivers of corporate philanthropy. This creates a complex framework in which charitable project selection occurs. Using the example of European tour operators, this study investigates the mechanisms through which companies invest in charitable projects in overseas destinations. Inextricably linked to this is the increasing contestation by local communities as to how they are able to engage effectively with tourism in order to realise the benefits tourism development can bring. This research furthers such debates by exploring the processes through which tour operators facilitate community development through charitable giving. Findings show, with no formal frameworks in existence, project selection depends upon emergent strategies that connect the professional with the personal, with trust being positioned as a central driver of these informal processes. Discretionary responsibilities are reworked through business leaders' commitment to responsible business practises and the ethical subjectivity guiding these processes.

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Section: Motivations: Co-implication Of Altruism and Selfinterestmentioning

confidence: 99%

Section: Corporate Philanthropy Through the Lens Of Ethical Subjectivmentioning

confidence: 99%

Section: Motivations: Co-implication Of Altruism and Selfinterestmentioning

confidence: 99%

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Corporate Philanthropy Through the Lens of Ethical Subjectivity

2017

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“…An integral part of the SGL business model is that its dual strategies, in return, underpin the business success of its members. Empirical data from South Australia has shown that place attachment of tourism businesses has a significant positive effect on their support for the community, which in turn has a significant positive effect on enterprise performance (Hallak, Brown & Lindsay, 2013).…”

Section: Introductionmentioning

confidence: 99%

Industry Leadership in Tourist Guiding: A Member’s Perspective of SGL Using the Organisational Learning Framework

Greiner¹,

Wegner²

2014

Asia-Pac J Innov Hosp Tour

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Abstract:In the pursuit of delivering high quality tourist experiences in a geographically remote and professionally isolated setting, many tourist guides in north Australia have associated themselves with Savannah Guides Limited (SGL). SGL is a professional association of tour guides operating in Australia's tropical savannas, a vast landscape renowned as remaining wilderness and harbouring many cultural assets. SGL seeks to set and maintain high standards in relation to interpretation and public education, training and guiding, and natural and cultural resource management. This paper provides a member's perspective of SGL and its perceived success, and discusses challenges the organisation faces for the future. The paper reports the results of a quantitative survey of existing and former members of SGL to investigate what guides are looking for in their professional association, and to what extent their expectations are being met. Exploratory factor analysis was conducted of Likert scales to detect patterns in members' expectations of and satisfaction with SGL. The underlying motivations for joining SGL were strong professional branding, working with like-minded people, and a sense of wanting to protect and care for the environment. Member expectations were largely fulfilled and benefits were seen to manifest in terms of business performance and personal satisfaction. From a member's perspective, SGL is a well-functioning and responsive organisation with strong leadership and a recognisable brand, and well equipped to master future challenges. The paper uses the learning organisation framework to discuss the challenges of ensuring the continued success of a tourist

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“…Communities of small enterprises and productive groups try to enter the global markets (Rodríguez, 2014). They reorganize in other countries (Omeje, & Mwangi, 2014), develop more efficient products or services at a small scale (Clark, 2015), and render services to communities of people (Myran, 2013) or an appropriate support (Hallak, Brown, & Lindsay, 2013), but most of all they try to be viable (Bates, & Robb, 2014). Accordingly, an idea and understanding of the community exist in the business world.…”

Section: Community Conceptsmentioning

confidence: 99%

Community strategic relationship and marketing to foster the development of communities and the sustainability of organizations

Juárez

2016

Int. j. psychol. res.

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Article history: Received: 15-08-2015 Revised: 29-11-2015 Accepted: 01-12-2015 Key words: marketing, community, relationship, development, strategy, business sustainability.The purpose of this study was to define community strategic relationship and marketing (CSRM) as a relevant tool to foster the development of communities and the sustainability of organizations. The method was rationalist, theoretical, and conceptual; it comprised the analysis of a propositional structure. Articulated propositions provided a framework for analysis, discussion, and conclusions. After giving a definition of CSRM, several analyses were conducted that determined the uniqueness and usefulness of this approach. These analyses were: 1) the usefulness of the community concepts and strategies in CSRM, 2) the existence of a community approach to different strategic areas or marketing, and 3) the relevance of the use of community concepts and strategies to foster the development of communities and the sustainability of organizations. The conclusion was that CSRM and the use of these concepts and strategies have the potential to be a fruitful research and strategic approach in marketing and in all of organization activities.

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Examining tourism SME owners’ place attachment, support for community and business performance: the role of the enlightened self-interest model

Cited by 30 publications

References 83 publications

Corporate Philanthropy Through the Lens of Ethical Subjectivity

Corporate Philanthropy Through the Lens of Ethical Subjectivity

Industry Leadership in Tourist Guiding: A Member’s Perspective of SGL Using the Organisational Learning Framework

Community strategic relationship and marketing to foster the development of communities and the sustainability of organizations

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