Tourism and socio‐economic development: UK tour operators' business approaches in the context of the new international agenda

Tapper, Richard

doi:10.1002/jtr.348

Cited by 46 publications

(28 citation statements)

References 14 publications

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“…The literature suggests a range of issues limiting supplier's ability to respond to buyers' requirements for sustainability, including the cost of investments (Tapper 2001;Font et al 2006;Bastakis et al 2004) and resistance to change (Amoah and Baum 1997;Dong and Wilkinson 2007) and limited market demand (Richards 2010). While the latter is considerable (Richards stated that 74% of customers prioritised safety, hygiene and security and 58% prioritised quality over the more sustainable elements of the holiday package), the focus of this study is the link between sustainability and health and safety (H&S) requirements.…”

Section: Barriers To Implementing Sustainability Within the Tourism Smentioning

confidence: 99%

“…This factor alone is a significant barrier to sustainability quoted by most tour operators interviewed for research purposes (Tapper 2001;Schwartz et al 2008, Font et al 2009. Regulation 15(1) provides that the tour operator is liable to the consumer for proper performance of the obligations under the contract-whether these are performed by the tour operator or any of its suppliers (Nelson-Jones and Stewart 1998).…”

Section: Barriers To Implementing Sustainability Within the Tourism Smentioning

confidence: 99%

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Barriers to Tour Operator Sustainable Supply Chain Management

Baddeley¹,

Font²

2011

Tourism Recreation Research

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Tour operators requesting their suppliers to measure and report their sustainability actions are finding a number of barriers to introducing sustainable supply chain management measures. This article reviews how sustainability systems are being challenged by organisational habit and perceptions rather than analytical decision making, with respect to the relationship between health and safety, quality and sustainability. The data suggests ways for improving the tour operators management tool Travelife including its auditing processes, to iron out teething problems identified by Thomas Cook UK and Ireland when rolling out this system across its supply chain.

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Section: Barriers To Implementing Sustainability Within the Tourism Smentioning

confidence: 99%

Section: Barriers To Implementing Sustainability Within the Tourism Smentioning

confidence: 99%

Barriers to Tour Operator Sustainable Supply Chain Management

Baddeley¹,

Font²

2011

Tourism Recreation Research

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“…As intermediaries in the supply chain, tour operators are in a position to influence destination management on the supply side, and consumers on the demand side (Carey et al, 1997;Klemm and Parkinson, 2001;Miller and Twining-Ward, 2005;Tapper, 2001). Operators have traditionally claimed to lack control over suppliers (Carey et al, 1997;Middleton and Hawkins, 1998;Miller, 2001;Swarbrooke, 1999;Tearfund, 2001), and are said to not take a long term view to the sustainable development of destinations (Holden, 1996;Klemm and Parkinson, 2001;Tapper, 2001;Welford et al, 1999). However, there is a body of literature and evidence of industry practice that recognises the responsibility of companies with purchasing power towards the well-being and sustainability of their suppliers (Kalisch, 2002;Moir, 2001).…”

Section: Tour Operations and Sscmmentioning

confidence: 99%

“…Fair trade principles are in essence a sub-component of socio-economic sustainability, and can be applied to investments, business benefits including wages and working conditions, direct tourist expenditure, and use of natural resources (Lippmann, 1999;Tapper, 2001;TOI and CELB, 2003). In the case of SSCM in tourism, fair trade translates into three necessary conditions that must be met in the tour operatorsupplier relationship: long-term partnership, fair pricing and a consistent volume of operations.…”

Section: Preliminary Conditions For Sscmmentioning

confidence: 99%

Sustainable supply chain management in tourism

et al. 2006

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Sustainable Supply Chain Management (SSCM) encapsulates the trend to use purchasing policies and practices to facilitate sustainable development at the tourist destination. Most research has focused on environmental aspects of manufacturing, while other aspects of sustainability or the challenges for the service sector are largely ignored. Yet SSCM is particularly important for tour operators, as the product depends on the activities of suppliers such as accommodation, transport and activities. Therefore, tour operators' contribution to sustainable tourism will be more effective through the definition and implementation of policies that acknowledge responsibility for the impacts of suppliers. Exploratory research of SSCM practices amongst tour operators generated a wide range of examples of good practice across the whole supply chain, and recommendations are made for more widespread engagement. Keywords: tourism, tour operator, Sustainable Supply Chain Management Concept of Sustainable Supply Chain ManagementLittle empirically based research has been undertaken to date into tour operators' attitudes and actions towards sustainable management of their supply chains. Research on SSCM has so far focused on manufacturing rather than service sectors. This paper reviews evidence from exploratory research in the tourism industry of the potential and challenges for transferring concepts and experiences of SSCM from the manufacturing sector to the tourism industry. To do so, the paper first presents key issues of SSCM and then reviews a range of tourism experiences with suppliers.

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“…On the one hand host culture is that which is indigenous to a locale: its particular 83 arts and crafts, language, traditional roles, festivals, and ways of doing things (Tsartas, 1992; 84 Simpson, 1993;Tapper, 2001;Smith, 2009). In the case of small islands, these often host 85 unusually rich and distinctive cultures due to their relative isolation.…”

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confidence: 99%

Tourism culture: Nexus, characteristics, context and sustainability

Canavan

2016

Tourism Management

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defined, and what implications can be drawn from in relation to sustainability (see Figure 1). 23Tourism culture can be seen as a product of the melange of host and guest cultures that 24 occurs in a destination, resulting in a new and distinctive emergent culture, in turn shaped by 25 2 and shaping the local tourism context. The aim of this paper is to present an overview of host-26 guest interactions and the outputs to emerge from these, using tourism culture as a lens to do 27 so. It is proposed that this alternative perspective might synthesise and complement various 28 conceptual narratives within the tourism literature, and can be used to encourage a more 29 holistic, nuanced and potentially positive evaluation of tourism outputs. 30It appears that both hosts and guests are mutually affected by their tourism 31 involvements. Tourism is widely associated with cultural influence upon and at times fusion in the industry (Sindga, 1996). With these recognised as factors in more sustainable forms of Tourism Culture Nexus 81Tourism culture may best be seen as a nexus between host culture and guest culture (see 82 Figure 3). On the one hand host culture is that which is indigenous to a locale: its particular 83 arts and crafts, language, traditional roles, festivals, and ways of doing things (Tsartas, 1992; 84 Simpson, 1993;Tapper, 2001;Smith, 2009). In the case of small islands, these often host 85 unusually rich and distinctive cultures due to their relative isolation. This must be adapted to 103It is the interplay between these two cultures which could be seen as the creation, (Picard, 1997;. 109Tourism potentially becomes over time a part of everyday life (Sindiga, 1996), an authentic 110 demonstration (Cohen, 1988) and integral part of local landscapes and identity (Lim and Evans, 1975, cited in Smith, 1976 for example, defines the potential for tourism stimulated 137 interactions to enrich the knowledge of hosts and guests about each other. Outputs such as 138 higher levels of economic entrepreneurship may be stimulated as a result (see Boissevain, 139 1979;Brown, 1998; Brown and Hall, 2000). Lastly, the potential of tourism to revitalise, reinterpret, recreate and create meaning is 158 raised. Alongside a demonstration effect, what could be described as an 'attention effect' may 159 be stimulated, whereby indigenous communities are motivated by outsider interest to explore, 160 revive and reinterpret traditional aspects of local identity (i.e. Stronza and Gordillo, 2008).

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Tourism and socio‐economic development: UK tour operators' business approaches in the context of the new international agenda

Cited by 46 publications

References 14 publications

Barriers to Tour Operator Sustainable Supply Chain Management

Barriers to Tour Operator Sustainable Supply Chain Management

Sustainable supply chain management in tourism

Tourism culture: Nexus, characteristics, context and sustainability

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