Going green: Decisional factors in small hospitality operations

Carbon villains? Climate change responses among accommodation providers in historic premises

“…There was ample evidence of the three businesses taking relatively easy-to-implement, low cost measures. This type of decision-making was consistent with other studies of pro-environmental change (Vernon et al 2003;Hall 2006;Tzschentke et al 2008;Sampaio et al 2012). Similarly, predictable (and highly sensible) choices of renewable technologies had been taken as part of more progressive approaches.…”

Putting social impact assessment to the test as a method for implementing responsible tourism practice

“…For relatively small travel companies, especially in a country such as Bulgaria where responsible tourism development is in its infancy, there is limited access to the financial and human resources or external support needed to implement all of the identified actions. These findings resonate with many small businesses around the world and with the research on the characteristics and constraints small businesses face in adopting sustainable practices (Garay and Font, 2012;Jarvis et al, 2010;Sampaio et al, 2012;Thomas et al, 2011;Tzschentke et al, 2008aTzschentke et al, , 2008b.…”

“…Small businesses face numerous barriers that account for their poor performance in terms of adopting sustainability practices (including social measures): lack of interest, inertia and ambivalence on the part of owners/managers; limited awareness and understanding of their environmental and other responsibilities; lack of time; lack of resources; costs involved (e.g. for 'green products'), lack of information; contentment with the status quo, operational barriers, lack of proof of benefits, consumer scepticism, aversion to risk consumer satisfaction, lack of supporting infrastructure; lack of availability and/or awareness of local products and produce (Leslie, 2007;Tzschentke et al, 2008a;Vernon et al, 2003).…”

Environmental management decision-making in certified hotels

“…Research has shown the importance of managerial discretion to start CSR actions and the imperative of developing a business case to scale these up (O'Dwyer, 2003), and how, in organisational cultures with low management discretion, environmental personal values are constrained by organisational values (El Dief and Font, forthcoming). While small firms also justify their engagement based on economic reasons, personal ethical considerations prevail (Sampaio, 2009;Tzschentke, Kirk and Lynch, 2004;Tzschentke, Kirk and Lynch, 2008). Highly structured, top down systems from large firms will be planned and will provide management review opportunities at the end of the cycle-but their learning methods are slower and more bureaucratised.…”