Corporate social responsibility (CSR) is an important consideration in tourism and hospitality management, yet extensive empirical studies on how it is implemented in developing country’s context are lacking. Using qualitative methodology, this article addresses this knowledge gap by exploring CSR practices among hotels and accommodation providers in Malawi. Our findings demonstrate that a broad-based CSR agenda is slowly being pursued by certain firms although corporate philanthropy remains the major area of focus for most of the considered firms. The article further demonstrates differences in the choice of CSR agenda firms pursue can be influenced by the nature of firm’s ownership. Whereas locally owned and managed firms showed a strong orientation towards philanthropic-based CSR agenda, foreign owner/mangers favoured a broad-based CSR agenda.
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This manifesto describes the notion of sustainable development according to its basic appeal for economic, social and environmental value-creation, together with the implications of its meaning at the level of the individual (the manager), the organisation (the business) and society. As sustainable tourism is focused on the long term, foresight is used to develop four scenarios for a sustainable tourism industry in 2040: “back to the seventies”, “captured in fear”, “unique in the world”, and “shoulders to the wheel”. The implications of the scenarios are mapped for four distinct types of organisational DNA: the blue organisation focusing on quality, professionalism and efficiency, the red organisation for whom challenge, vision and change are most important, the yellow organisation addressing energy, optimism and growth, and the green organisation which is led by care, tradition and security. The manifest concludes with strategic propositions for tourism organisations in each of the four business types and each of the four scenarios.
While tourism and air transport are recovering from the impacts of the Covid pandemic, it seems timely to draw a synthetic view of future stakes combining the following topics: the greenhouse gas emissions scenarios for tourism, regarding which recent work has improved their understanding; the climatic impact of aviation, almost 60% of which is due to non-CO 2 emissions; alternative fuels (biofuels, E-fuels, hydrogen) and engine designs (fuel cells...) which are complex and controversial issues, and whose potentials should be assessed regarding their timing, environmental impacts, and their ability to meet long distance travel requirements. This paper analyses the extent to which the new options regarding fuels and engines can help decarbonize tourism and air transport. The answer is that they can partly contribute but do not render obsolete previous work on substitutions between types of tourism (short versus long distance...), between transport modes (ground transport versus air), length of stay, etc. Following this step, the paper deals with the position of aviation players and the type of arguments they use. We conclude on the necessity to make strategic choices among the options to avoid wasting investments.
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Steeds vaker lezen we dat de dienstverlening van gemeenten in het publiek sociaal domein niet meer past bij wat inwoners in complexe en kwetsbare positie nodig hebben. Toegangsmedewerkers bij gemeenten lijken klem te zitten tussen twee paradigma’s: die van de uniformerende regels en rechtmatigheidscontroles enerzijds en die van menselijke aandacht anderzijds. Hoe komt de vriendelijkheid en menselijk maat terug in de publieke dienstverlening zodat toegangsmedewerkers gastvrij, toegankelijk, open en toch binnen de rechtmatige kaders kunnen handelen. Hier kan het Hospitality domein en gastvriendelijkheid toegevoegde waarde bieden. Dit PD-project en interdisciplinair onderzoek voor het domein van Leisure, Tourism en Hospitality, richt zich op de interventies die nodig zijn voor dit complexe vraagstuk. De focus gedurende het PD is gericht op plaats, proces en mensen: - Hoe kunnen ontvangstruimten, waar toegangsverleners werken, gastvriendelijke, toegankelijke ruimtes voor inwoners worden? - Aan welke voorwaarden moet de gemeentelijke organisatie voldoen om toegangsverleners in staat te stellen gastvrije dienstverlening te bieden aan inwoners? - En hoe kunnen de houding, taal, (culturele) onderliggende aannames en vaardigheden van de toegangsmedewerkers veranderd worden om hen beter in staat te stellen gastvrij te zijn voor inwoners? Na vijf jaar verwachten we o.a. de volgende resultaten te kunnen laten zien: - Er is een hospitality-locatie gestart in een publieke ruimte waar inwoners gastvrij welkom worden geheten. - Toegangsmedewerkers en hospitality-medewerkers weten hoe ze ontvangstruimtes kunnen transformeren in gastvrije en toegankelijke ruimtes waar inwoners zich welkom voelen. - Hospitality-medewerkers hebben geleerd hoe het publieke sociale domein werkt, krijgen meer begrip voor het complexe werk van toegangsmedewerkers en voor inwoners die in een kwetsbare positie verkeren. - Toegangsmedewerkers hebben geleerd welke houding, taal en vaardigheden ze nodig hebben om gastvrij te handelen. Zij ervaren meer vrijheid om te doen wat nodig is voor inwoners in een kwetsbare positie.
Despite Dutch Hospitality industry’s significant economic value, employers struggle to attract and retain early career professionals at a time when tourism is forecasted to grow exponentially (Ruël, 2018). Universally, hospitality management graduates are shunning hospitality careers preferring other career paths; stimulating the Dutch Hospitality to find innovative ways of attracting and retaining early career professionals. Following calls from the Human Resource Management (HRM) community (Ehnert, 2009), we attribute this trend to personnel being depicted as rentable resources, driving profit’’ often at personal expense. For example, hotels primarily employ immigrants and students for a minimum wage suppressing salaries of local talent (Kusluvan, et al 2010, O’Relly and Pfeffer, 2010). Similarly, flattening organizational structures have eliminated management positions, placing responsibility on inexperienced shoulders, with vacancies commonly filled by pressured employees accepting unpaid overtime jeopardizing their work life balance (Davidson, et al 2010,). These HRM practices fuel attrition by exposing early career professionals to burnout (Baum et al, 2016, Goh et al, 2015, Deery and Jog, 2009). Collectively this has eroded the industry’s employer brand, now characterized by unsocial working hours, poor compensation, limited career opportunities, low professional standing, high turnover and substance abuse (Mooney et al, 2016, Gehrels and de Looij, 2011). In contrast, Sustainable HRM “enables an organizational goal achievement while simultaneously reproducing the human resource base over a long-lasting calendar time (Ehnert, 2009, p. 74).” Hence, to overcome this barrier we suggest embracing the ROC framework (Prins et al, 2014), which (R)espects internal stakeholders, embraces an (O)pen HRM approach while ensuring (C)ontinuity of economic and societal sustainability which could overcome this barrier. Accordingly, we will employ field research, narrative discourse, survey analysis and quarterly workshops with industry partners, employees, union representatives, hotel school students to develop sustainable HRM practices attracting and retaining career professionals to pursue Dutch hospitality careers.
Background:Many business intelligence surveys demonstrate that Digital Realities (Virtual reality and Augmented Reality) are becoming a huge market trend in many sectors, and North America is taking the lead in this emerging domain. Tourism is no exception and the sector in Europe must innovate to get ahead of the curve of this technological revolution, but this innovation needs public support.Project partnership:In order to provide labs, startups and SMEs willing to take this unique opportunity with the most appropriate support policies, 9 partner organizations from 8 countries (FR, IT, HU, UK, NO, ES, PL, NL) decided to work together: regional and local authorities, development agencies, private non-profit association and universities.Objective of the project:Thanks to their complementary experiences and know-how, they intend to improve policies of the partner regions (structural funds and regional policies), in order to foster a tourist channeled innovation in the Digital Realities sector.Approach:All partners will work together on policy analysis tasks before exchanging their best initiatives and transferring them from one country to another. This strong cooperation will allow them to build the best conditions to foster innovation thanks to more effective structural funds policies and regional policies.Main activities & outputs:8 policy instruments are addressed, among which 7 relate to structural funds programmes. Basis for exchange of experience: Reciprocal improvement analysis and 8 study trips with peer-review of each partner’s practices. Video reportages for an effective dissemination towards other territories in Europe.Main expected results:At least 16 good practices identified. 8 targeted policy instruments improved. At least 27 staff members will transfer new capacities in their intervention fields. At least 8 involved stakeholders with increased skills and knowledge from exchange of experience. Expected 17 appearances in press and media, including at European level.
