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Corporate Sustainability and Responsibility in Tourism pp 3–27Cite as

Challenges for Tourism—Transitioning to Corporate Sustainability and Responsibility

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Part of the book series: CSR, Sustainability, Ethics & Governance ((CSEG))

Abstract

Half a century following the birth of environmental policies and authorities worldwide, businesses still argue they can significantly improve their performances voluntarily, based on instruments such as Corporate Social Responsibility. Likewise, having been challenged much earlier by social and labour policies, many corporate leaders are adamant that much has already been achieved and can still be improved voluntarily, in terms of how they interact with employees, stakeholders, local communities and citizens. In this chapter, we review key challenges that are not just outstanding, but continuously emerging for businesses and which require a significantly more proactive and impactful engagement with the world in which firms operate. We provide a brief overview of the milestones in the development of the Corporate Social Responsibility concept and the literature on the critiques regarding how businesses have responded to corporate responsibility calls. A critical analysis of the approaches and progress so far in terms of the scientific investigation of the implementation of this concept is also offered, highlighting areas that would benefit improvement. In the second part of the chapter the concept of Corporate Sustainability and Responsibility (CSR 2.0) is discussed, as proposed by Wayne Vissers and presented most recently in the 2014 book “CSR 2.0: Transforming Corporate Sustainability and Responsibility”. This will help map, in Chap. 2, the CSR 2.0 features discussed by the contributors to this volume. We also articulate a number of research themes to guide progress regarding the implementation of CSR 2.0 and explain how the chapters in this volume contribute to these themes as well.

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Notes

  1. 1.

    In the tourism sector, numerous industry guidelines and Codes are available to support businesses to design CSR programmes and specific initiatives, such as the Global Code of Ethics for Tourism, Code of Conduct for the Protection of Children from sexual exploitation in travel and tourism, and recommendations on how to contribute to Sustainable Development Goals.

  2. 2.

    For a few other classifications of CSR approaches or ‘stages’ available in the literature see Chap. 15 by Strasdas in this volume.

  3. 3.

    Important stakeholders for tourism businesses are employees, tourists, other businesses in the supply chain, shareholders, investors, local communities, government authorities, NGOs and the media (Swarbrooke 2005). In this context, stakeholders are not only beneficiaries, but also partners for realizing and implementing CSR strategies and projects.

  4. 4.

    For example, see Karassin and Bar-Haim (2016), Lynes and Andrachuk (2008), Mair and Jago (2010), Maon et al. (2009), Sindhi and Kumar (2012). Many frameworks differ only with respect to how rather similar independent variables are organized in categories, how these are labelled and whether influences on the dependent variables are seen as direct or indirect.

  5. 5.

    Quite many CSR and tourism scholars seem to be concerningly self-engrossed in a narrow strand of monodisciplinary literature, which transpires both in the published literature and in the blind review commentary on journal manuscript submissions that one is exposed to as both (co-)author and co-reviewer.

  6. 6.

    Such business support schemes have been offered perhaps in overabundance—the landscape of CSR certification programmes and eco-labels for tourism businesses has become at some point very crowded and complex. In response, the Global Sustainable Tourism Council (GSTC) has been set up to act as the accreditation body for sustainable tourism certification and eco-labels worldwide. The criteria it sets reflect the minimum requirements that hotels and tour operators should implement, to be acknowledged as operating sustainably. Several studies have examined and confirmed a number of benefits from adopting certification schemes as part of CSR implementation programmes (Buckley 2002; Bader 2005; Ayuso 2007; Bohdanowicz and Zientara 2009; Kang et al. 2010; El Dief and Font 2010). These are reported to include: cost savings (particularly for water and energy expenses), capacity-building through education and knowledge transfer to management and employees, an overall enhancements of company management system’ effectiveness, and increased employee work motivation and commitment to firm. These benefits operate as organizational drivers for CSR implementation.

  7. 7.

    Inbuilt obsolescence is a phenomenon known from the outset of the Industrial Revolution. For example, the fact that currently classical light bulbs last only for about 1000 h of operation is not related to an intrinsic characteristic of the constituent materials. In early 1900s lightbulbs lasted generally 2500 h, while in the United States one lightbulb was in operation by more than 100 years. The current technical lifespan is rather a choice that was made by a technical committee in early 1900s (the so-called 1000 h Light Committee) operating under unregulated, cartel operating conditions, who requested engineers to design vulnerable shorter-lived bulbs (VPRO 2015). Inbuilt obsolescence currently affects countless products used by tourism businesses in offices, accommodation units and other types of facilities used by tourists.

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Authors and Affiliations

  1. School of Government, Victoria University of Wellington, Wellington, New Zealand

    Valentina Dinica

  2. Department of Tourism and Service Management, MODUL University Vienna, Vienna, Austria

    Dagmar Lund-Durlacher

  3. Rhine-Waal University of Applied Sciences, Kleve, Germany

    Dirk Reiser

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  1. Valentina Dinica
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  2. Dagmar Lund-Durlacher
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Correspondence to Valentina Dinica .

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Editors and Affiliations

  1. Department of Tourism and Service Management, MODUL University Vienna, Vienna, Austria

    Dagmar Lund-Durlacher

  2. School of Government, Victoria University of Wellington, Wellington, New Zealand

    Valentina Dinica

  3. Rhine-Waal University of Applied Sciences, Kleve, Germany

    Dirk Reiser

  4. Department of Business and Economics, University of Erlangen-Nuremberg, Erlangen, Germany

    Matthias S. Fifka

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Dinica, V., Lund-Durlacher, D., Reiser, D. (2019). Challenges for Tourism—Transitioning to Corporate Sustainability and Responsibility. In: Lund-Durlacher, D., Dinica, V., Reiser, D., Fifka, M. (eds) Corporate Sustainability and Responsibility in Tourism. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-030-15624-4_1

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