2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Assessing Sustainability in the Travel Trade Industry
Britt Ventriglia1 and Ruth Rios-Morales2
ABSTRACT
The purpose of this study is to evaluate how sustainability is currently being understood and
to what extent it’s perception is affecting implementation decisions within the travel trade
industry. In pursuit, this study first explores the perception of sustainability within the
hospitality industry in correlation with other industries, then goes on to asses the reasons
behind implementation and their relation to the potential benefits among pioneering hotels,
while providing a comprehensive look into the current challenges of implementation along all
industries. The survey method of research is used in this study. The study uses triangulation in
assessment, incorporating both quantitative and qualitative data collected. The experimental
data provided better information and conclusively demonstrates a relationship between
variables or segments samples in the population. In light of our assessment it has been found
there are some travel trade organizations which are taking sustainability seriously and have
emerged at early adaptors and implementers’ of sustainability, however, conclusions support
the idea of sustainably as a preventive innovation, and introduce the preventative cycle.
Keywords: Travel Trade Industry, Sustainability, Social Corporate Responsibility
Contact Details:
1
Britt Ventriglia (MBA), Marriott International Headquarters, Bethesda Maryland. U.S.A. Tel. 001 805 268
1007 Email. bventriglia@gmail.com
Ruth Rios-Morales (PhD), Les Roche-Gruyere, University of Applied Sciences Switzerland, Rue de l’Ondine
20, CH 1630 Bulle, Switzerland. Tel. 00 41 26 919 7827, Fax 00 41 26 919 7879 e-mail:
ruth.riosmorales@glion.edu
2
June 27-28, 2011
Cambridge, UK
1
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
1. Introduction
Sustainability is a widely accepted concept in the world of business and it is becoming one of
the most common axioms used in the field of the travel trade industry. The travel trade
industry, including the hospitality and tourism sector, represents an important economic
contribution to world’s GDP (UNCTAD, 2007) and it is one of the main sources of income
for many countries (UNWTO, 2009). The purpose of this study is to discover how the concept
of sustainability is currently understood and to what extent the perception is affecting the
decisions for implementation within travel trade industry in correlation with other industries.
This study also aims at assessing the reasons behind implementation, the potential benefits
among pioneering hotels, and reviews the current challenges of implementation. The survey
method of research is used in this study; primary data is collected through questionnaires. The
study uses triangulation, incorporating both quantitative and qualitative experimental data
collected, to provide better information and conclusively demonstrate relations between
variables or segments samples of the population. In light of our assessment it has been found
that some large travel trade organizations are taking sustainability seriously in matters of
concept and action. However, ultimately the reasons organizations are implementing
sustainability; do not show a strong relationship to the benefits currently being received,
causing some early adaptors of to struggle with sustainability as a preventive innovation. This
study provides recommendations for further research in benchmarking, and also introduces
the preventative cycle as a way to describe and visualized the current state of sustainability
among all industries surveyed in this research. The remainder of this paper is organized as
follows: the next section we review related literature associated to the topic of sustainability.
Section 3 present the methodology used in this study. Section 4 discusses the key results of
the paper. In section 5 we discuss implications and make recommendations. The last section
presents the conclusions of this study.
June 27-28, 2011
Cambridge, UK
2
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
2. Conceptual Background and Related Literature
In the last century, the travel trade industry has become one of the fastest growing economic
sectors in the world, both in developed and developing countries (Butcher, 2003; UNWTO,
2009). It is estimated that the industry currently provides 1 in every 12.3 jobs (WTTC and
Oxford Economics, 2010), from which 806 million corresponds to travelers abroad (UNWTO,
2009), and generates an economic impact reaching close to US$ 1,600 billion worldwide
(WTTC, 2009). The travel trade industry is a vast and complex system composed of interrelated and inter-dependent individual businesses, organizations and services; where in hotels
though accommodation, constitutes one of the main ever expanding pillars of the entire
industry (Bohdanowic , 2009; Rowe et al., 2002; Solnet et al, 2010). In the future, hospitality
and tourism is expected to take a leading and dynamic role in global economic growth, with
all figures expected to rise, if not double by 2020 (WTTC, 2009).
Scholarly research concerning the positive and negative impacts of the travel trade industry in
the environment, cultural society, and economy is large. Most current published academic
literature found concerning the impact of tourism uses a cautionary platform, where the
negative environmental impacts and the impact on the local community and destinations are
described (Bohdanowicz & Zientara, 2009; Kamm, 2009; Moscardo, 2009). In addition, there
is a growing body of academic studies providing words of caution, suggesting that the travel
trade industry can have highly negative environmental and cultural impacts if it is not
responsibly managed and monitored (Sauvé, 1996; Bohdanowicz et al., 2004; UNESCO,
2005; Buckley, 2009; Butcher, 2003; Mowforth et al., 2008; Peeters et al., 2009; Lane, 2009;
UNWTO, 2009; Weaver, 2009).
June 27-28, 2011
Cambridge, UK
3
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Businesses from other industries are also under extreme pressure from governments and
special interest groups and are probed as to their social responsible impacts. Corporate Social
Responsibility (CSR) programs have been common practice for quite some time (Kotler &
Lee, 2005); however, due to scandals for companies like Enron, WorldCom, and India’s
recent Satyam Computer Services scandal being labeled as "India's Enron" by Forbes
(Mohan, 2009) and “India's Madoff” by Business Week (Kripalani, 2009), much more
information is demanded form consumers and governments as to corporate responsibility and
ethical practices thorough transparency.
At present, major trans-national and national
corporations must implement specially programs to improve their social and environmental
activities in order to survive and remain competitive (Mowforth et al., 2008; Bohdanowicz &
Zientara, 2009). In addition, it has become standard practice today to provide a statement of
ethical standards, sustainable energy efforts and other charity or foundation program
involvement via corporate websites or annual reports (Banerjee, 2006; Murphy, 2009).
Large companies have also sought to identify themselves with the environmental and cultural
preservation groups (Butcher, 2003); using marketing techniques and principles to encourage
behavioral change or advance a social cause has been linked to sustainability (Kotler & Lee,
2005; Lane, 2009; Weaver, 2009). Since social marketing aims at influencing a large
audiences to voluntarily accept new or reject old behaviors for the great good (Peeters,
Gossling, & Lane, 2009), organizations and marketers are charged with a massive task,
especially in hospitality and tourism industry where there are powerful and emotional issues
of pleasure, freedom and status involved in the decision process (Lane, 2009; Williams,
2002). Jim Bucher (2003), writes how powerful the elements of adventure, escape, and goodold fashion fun are in motivation, an area not commonly explored by academics’, however,
extremely influential to travel consumer choices.
June 27-28, 2011
Cambridge, UK
4
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Tourism industry associations and government agencies have attempted to recognize and
reward good practices and performance through a charity of awards, eco-labels, and
sustainable certification programs (Buckley, 2009; Hartlieb & Jones, 2009). However, other
findings indicate these changes are not, or have yet to, translating into real bottom line results
(Johnson, 2009), and that many hospitality businesses who are still in the process of
discovering sustainability, tend to be either hesitant or unsuccessful in implementation
(Bohdanowicz, 2003; Sammer & Wüstenhagen, 2005; Bohdanowicz, 2009; Gill & Dickinson,
2008).
The few successful leaders in sustainable hospitality and tourism area are currently dominated
by independent and non-affiliated hotels (Johnson, 2009), typically small and medium sized
organizations (Weaver, 2009; Leslie, 2009). Though, it has been argued that in the recent
years, large scale hotel companies have made a considerable effort to improve the quality of
life in local communities and the well-being of their employees, studies have concluded that
international hotel companies are an essential element in the development of host
communities (Bohdanowicz & Zientara, 2009; Tzschentke et al., 2004), though academic
research collected as to their results or challenges is still being built. Hall and Gossling
(2009), have mapped the progression of sustainability in the tourism and hospitality industry,
describing a preventive innovation, which have been found to diffuse rather slowly, in part
due to delayed rewards from implementation (Rogers, 2002), and also due to the significant
link between consumers and producer of the tourism experience (Hall & Gossling, Global
Environmental Change and Tourism Enterprise, 2009), assuming that the social environment
of the travel trade industry is potentially affected by the perception and expectations of
consumers.
June 27-28, 2011
Cambridge, UK
5
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
3. Methodology Framework and Data
This research is essentially based on primary data collected through questionnaires. Random
sampling technique was used to gather an estimated representative of the entire population. A
sample estimate consisting of 250 total qualified candidates (working in top managerial
positions) with an equal distribution between segments was reachable in the time frame of this
study. The sampling techniques were based on the following specifics: industry of
employment, level of expertise, and decision making abilities. Research aimed on gathering a
representative sample of experienced hospitality professionals and professionals among other
industries.
The questionnaire encompassed 19 multiple-choice, rank, and likert-scale questions including
an open-ended question for further information or explanation. The completed questionnaires
from the surveyed reflected a 31.2% population response rate; providing a sample size of 78
participants. The age range differs among segments, finding the hospitality participants older
in years than the participants from other industries. However, as you will see in the segment
descriptions, the this could be due to hospitality segment candidate guidelines where
participants in this segment had to be of management position or higher to qualify for the
study, and this average age (40.5) relative, is at least relative to the U.S. average age for
management professionals (U.S. Bureau of Labor Statistics, 2009). Although noteworthy, this
research study will not explore this possible relationship, as age is not a factor in this research
analysis nor the gender, however; these information can be useful in the interpretation of our
findings. Size of the business was taken into account and recorded due to historical research
which indicates that the number of employees or size of the business can inadvertently affect
reasons behind implementation (Knight & Cavusgil, 2006) and is often indicated as a
challenge in implementing new innovation or ideas (Tushman & Anderson, 2004).
June 27-28, 2011
Cambridge, UK
6
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
4. Results and Discussion
Our findings have been compiled and compared by segments. The understanding, awareness,
and perceptions of management has been linked to change or implementation of new
innovations (Sutton, 2001; Knight & Cavusgil, 2006). Therefore, the focus is on a cross
section of findings of questions from areas of: general understanding of sustainability; the
attraction and benefits of sustainability; implementation difficulties (open-ended); and general
reasons for implementation.
4.1. Understanding Sustainability
Results from the first series of questions followed a general theme associated with the
meaning and use of sustainability. When participants’ were asked to rate their understanding
of the term sustainability using a scale of one (1) to five (5); where the low level one (1)
indicated they were unfamiliar with the term and the high score of five (5) indicated expert
knowledge. The total sample showed very little variance in degree of understanding, as the
mean score 3.55, indicating an overall ‘general’ to ‘detailed’ understanding of the term. The
qualitative data for the total sample is visualized below in Figure 4.1. As we can observe, out
of the 78 participants, not one was unfamiliar with the term, and 11 felt they had expert
knowledge, although ‘general’ understanding received the highest frequency. Further results
obtained from questions on sustainability revealed only 71% of the participants currently use,
and are exposed to sustainable initiatives in the work place. Results filtered by segment
showed that 85% of the hospitality organizations surveyed has implemented sustainable
practices in their place of business; compared to only 57% of the other industries.
Figure 4.1: Rate of Understanding: total sample frequency of response visualized
June 27-28, 2011
Cambridge, UK
7
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Source: Summary of Results.
4.2. Reasons behind Implementation
Participants were given the choice of listing the top-5 reasons behind the implementation of
their organization’s sustainability programs. The choice options for this question were based
on extensive literature review, where common reasons for implementing sustainability, CSR,
and change, into an organization were listed. In Figure 4.2, we observe the hospitality
segment’s response to question number seven of the survey questionnaire. Results revealed
that the hospitality segment, showed ‘personal values and beliefs’, as the top reason for
implementation
of
sustainability
into
their
businesses’.
Followed
by
‘market
needs/anticipating consumer demand’, ‘natural resource concern’, ‘CSR goals’, and
‘competitive advantage’, making up the top 5 reasons among the industry. It is interesting to
point out that some participants in this segment did listed ‘previous success’, as a reason for
implementation, although it ranked low on the list. However, it is not clear in the response if
this ‘reason’ is based on own previous success, or the pervious success of others. In
comparison, other industries reviled similar answers to hospitality segment. However, other
industries’ first choice for implementing programs was ‘market needs/anticipating consumer
demand’, followed by ‘CSR goals’, and ‘natural resource concern’, also including
June 27-28, 2011
Cambridge, UK
8
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
‘return/profit/cost-savings’ as a top-reason, tied for 4th. Of all the eighteen (18) choice
options listed, both segments reviled the same choices in the top-5, however, in much
different orders.
Figure 4.2: Hospitality segment: Reasons behind implementation in your organization
4.3. Perceptions as to why ‘others’ are going green
This section of the study was designed to gather information on perception; asking
participants to make assumptions about the decisions of others, in the hope of revealing what
they feel are the true motivators behind implementation in the business community. These
results also greatly differ between segments in regards to their own business’s reasons for
implementation. However, in both questions concerning reasons, results revealed one
universal common ‘reason’ consistent among both segments, which was ‘Market Needs /
Anticipating Consumer Demand’.
June 27-28, 2011
Cambridge, UK
9
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
4.4. Benefits of Implementation
This study also investigated the views of potential ‘benefits’ of implementing sustainable
programs. The ‘benefits’ chosen by the hospitality segment reveled that ‘Guest/client
satisfaction’ was a top benefit followed then by ‘press and marketability’ and ‘competitive
advantage’. In comparison, the other industries segment chose the most considerable benefit
as ‘press and marketability’, followed by other high ranking fair benefits such as ‘outside
interest’, ‘competitive advantage’, and ‘increased employee moral’. It’s also important to note
that ‘tax relief’ and ‘cost savings/profits’ received the lowest ranking, with ‘tax relief’ listed
as not a benefit currently by a high number of participants.
4.5. Understanding sustainably related to Challenges
In this section we have explored the similarities and differences between variables and
possible reasons for their differences between the two segments. The total sample revealed an
overall mean of 3.55 indicating an overall ‘general understanding’ of the term sustainability;
this includes 11 participants indicating an ‘expert’ understanding. In order to find out how the
‘experts’ define sustainability; we classified and compared their definitions to the four main
categories of definitions in major academic literature, with a fifth section for outliers: the U.N.
Definition, Impact Measurement, Triple Bottom Line (3BL), or personal values /CSR. Table
4.3 reflects the cross-tab correlation between the areas of understanding sustainability and
defining sustainability. Results first showed that although all participants’ in Table 4.3
reported to have an ‘expert’ understanding, they differed in scope of definition, reveling a
lack of relationship or parallel between the understanding and the definition of sustainability.
Thus, this could imply that individuals understating of the term sustainability, no matter how
detailed or specific, still shows variance meaning; demonstrating a lack of clear explanation,
even among those who consider themselves as ‘experts’. These findings support the mirror
June 27-28, 2011
Cambridge, UK
10
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
existing theory, which implies sustainability can really only be defined by the individual, in
context with a specific organization or business (Jonker & Witte, 2006; Gossling et al., 2009;
Mootee, 2009).
Table 4.3: Sustainability defined by those with 'Expert' understanding
Response to
Question 1:
Rated ‘Expert’
Understanding
of the Term
Sustainability.
Expert 1
Expert 2
Expert 3
Expert 4
Expert 5
Expert 6
Expert 7
Expert 8
Expert 9
Expert 10
Expert 11
Response to Question 2:
Scope of definitions as categorized in Section 3.2
UN’s
explanation
Impact
Measurement
3LB
Values/CSR
Outliers
X
X
X
X
X
X
X
X
X
X
X
5. Further Implications and Recommendations
A key outcome of this study has been that despite what some media articles are reporting,
hotels, a main pillar of the industry, are ahead of other industries in adapting sustainability
into their business models and strategies; testing theory presented by Bohdanowicz (2009)
and Buckley (2009), and finding it concurrent. However, there are limitations to how this data
can be generalized as the majority of information was captured form participants in the United
States and United Kingdom; therefore it is not indicative of all hospitality or tourism
organizations worldwide.
Another key outcome reveled that this shift to sustainability is due to market needs or
organizations anticipating consumer demand. This could further implicate that the late
majority and laggards in sustainability are likely to miss the current competitive advantage.
Historical literature indicates an increase in survival rate from travel trade services with the
adoption of new innovative services (Hall, 2009; Tushman & Anderson, 2004). This current
June 27-28, 2011
Cambridge, UK
11
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
study provides incentives for hospitality and tourism organizations, not only to capture the
foreseeable demand, but by adopting new programs into the organization firms therefore can
better face the challenges of versatility, complacency, and total employee involvement,
ultimately making them stronger organizations.
Sustainability had been found to provide organizations with plenty of press and marketing
opportunities, however, is has yet to yield concrete measureable results or useable
accountability standards; which is in turn directly affecting the perceived benefits and value of
implementation. It is suggested by this study’s research that the more easily sustainability’s is
communicated and understood, the more the benefits, value, and progress will be yielded. One
approach in tackling this challenge of absent benchmarks has been adapting to, or acquiring a
sustainable brand label or certification trademark. Current literature does exist on eco-brands
labels and certifications; however it is still in the infancy stage. Recommendation for further
research should be focused on establishing a clear and identifiable brand for sustainability,
which easily communicates its meaning of sustainability to consumers and employees. Also,
yet to be explored is the hospitality industries affect over consumer education is area
sustainability. The importance of networks and creation and successful partnership strategies
has been documented, however, an outline of information as to their effect on consumer
education and understanding of the term is still limited.
6. Conclusions
In light of our analysis and discussion it is fair to say that some major travel trade
organizations are taking sustainability seriously, and have emerged as early adaptors of
sustainability as preventive innovation. However, ultimately the reasons behind organizations
implementing sustainability; do not show a strong relationship to the benefits currently being
received.
June 27-28, 2011
Cambridge, UK
12
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
With the hospitality and tourism industry’s commanding influence and reach in the global
economy; business and organizations have a huge opportunity to take the lead of this growing
market, by taking pro-active steps to capture this foreseeable demand. However, due to
sustainability current state in the preventative innovation cycle, until sustainability finds a
way to offer stronger value to organizations, within the hospitality industry and other
industries, further progression will remain slow.
An extremely important element for future research is the continued reckoning of perception
among management professionals, both within hospitality and other industries in regards to
sustainability. As preceding literature attests, ‘it the awareness, attitudes, and perceptions of
the owners and managers of tourism enterprises which are often of most importance,
especially those organizations, predominately national and international companies, wherein
policy is dictated by head office” (Leslie, 2009: 216). Therefore, not only are the decisions for
implementation currently managed by leadership, it can be interrupted that what it actually
means to be a sustainable hotel or a sustainable tourism organization, has to do with
perception and judgment of leadership. The complexity in studying attitudes, lifestyles and
behaviors of consumer is recognized; however, researchers need to furthermore establish a
correlation between management staff and their influence on society or consumer education.
Moving forward by better understanding the people in organizational and business leadership,
it will become clearer how external influences, such as media, social pressures, and policy,
will affect their decisions concerning sustainability and new social concepts.
June 27-28, 2011
Cambridge, UK
13
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
References:
Banerjee, S. B. (2006). Corporate Citizenship, Social Responsiblity and Sustainablity: Corporate
Colonialism for the New Millenium. In J. Jonker, & d. W. Marco, The Challenge of Organizing and
implementing corporate Social Responsibility (pp. 31-47). New York: Palgrave Macmillan.
Bohdanowicz, P. (2003). Attitudes Towards Sustainability In Chain Hotels – Results Of A European
Survey . Department of Energy Technology. Stockholm, Sweden: Royal Institute of Technology.
Bohdanowicz, P. (2009). Theory and Practice of Environmental Managment and Monitoring in Hotel
Chains. (S. Goossling, M. Hall, & D. Weaver, Eds.) Sustainable Tourism Futures , 1 (1), 102-130.
Bohdanowicz, P., & Zientara, P. (2009). Hotel Companies' Contribution to Improving the Quality of
Life of Local Communities and the Well-being of theri Empolyees. Tourism and Hospitality Research
, Vol.9 (No.2), 147-158.
Bohdanowicz, P., Simanic, B., & Martinac, I. (2004). Environmental Education at Scandic Hotels.
Regional Central and Eastern European Conference on Sustainable Building .
Buckley, R. (2009). Large-Scale Links between Tourism Enterprises and Sustainable Development. In
D. Leslie, Tourism Enterprises and Sustainable Development (pp. 55-62). New York: Routledge.
Butcher, J. (2003). The Moralisation of Tourism-Sun,Sand...and Saving the World? (1st ed.). New
York, USA: Routledge, imprint of Taylor & Francis Group.
Butler, R. W. (2006). The Tourism Area Life Cycle: Conceptual and Theoretical Issues (Vol. 2).
Clevedon, UK: Channel View Publications.
Gore, A. (2006). An Inconvenient Truth: The Planetary Emergency of Global Warming and What We
Can Do About It . New York: Rodale Inc.
Gossling, S., Hall, C. M., & Weaver, D. B. (2009). Sustainable Tourism Futures. In S. Gossling, C. M.
Hall, & D. B. Weaver, Sustainable Tourism Futures: Prespectives on Systems, Restructuring and
Innovations (pp. 1-15). New York: Routledge.
Hall, C. M., & Gossling, S. (2009). Global Environmental Change and Tourism Enterprise. In D.
Leslie, Tourism Enterprises adn Sustainable Development (pp. 17-33). New York: Routledge.
Hartlieb, S., & Jones, B. (2009). Humanising Business Through Ethical Labelling: Progress and
Paradoxes in the UK. Journal of Business Ethics , 583-600.
Johnson, K. (2009). A Literature Review Of Environmental Responsibility In The Hotelindustry: The
Differences And Similarities Of United States And Europe. In M. Ebrahimpour (Ed.), 2009 Northeast
Decision Sciences Institute Proceedings (pp. 496-501). Bristol, RI: Gabelli School of Business, Roger
Williams University.
Jonker, J., & Witte, M. d. (2006). The Clallenge of Organizing and Implementing Corporate Social
Responsibility. New York, NY: PalGrave MacMillan.
Kamm, O. (2009, August 21). 'Save the Planet' Sounds A Lovely Idea But... The London Times , p. 18.
June 27-28, 2011
Cambridge, UK
14
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Kim, S., & Choi, C. (2007). Habits, Self-Control and Social Conventions: The Role of Global Media
and Corporations. Journal of Business Ethics , 76 (2), 147-154.
Knight, G. A., & Cavusgil, S. T. (2006). Innovation, Organizational Capabilities, and the Born-Global
Firm. (T. Gale, Ed.) Journal Of International Business Studies , 124 (18).
Kotler, P., & Lee, N. (2005). Corporate Social Responsiblity: Doing the Most Good for Your
Company and Your Cause (Vol. 1). Hoboken, New Jersey, USA: John Wiley & Sons, Inc.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. In H. B. Press, Harvard
Business Review on Change (pp. 1-20). Boston, MA: Harvard Business School Publishing.
Lane, B. (2009). Thirty Years of Sustainable Tourism: Drivers, Progress, Problems -and the Future. In
C. M. Stefan Gössling, Sustainable Tourism Futures: Perspectives on Systems, Restructuring and
Innovations (pp. 20-31). New York: Routledge.
Lawson, R., Thyne, M., Young, T., & Juric, B. (2000). Developing Travel Lifestyles: A New Zealand
Exsample. In A. Pizam, & Y. Mansfeld, Consumer Behavior in Travel and Tourism (pp. 449-479,
473). Binghamton, NY: The Haworth Press, Inc.
Leslie, D. (2009). Environmental Performance and Tourism Enterprises in the UK. In D. Leslie,
Tourism Enterprises and Sustainable Development (pp. 209-227). New York: Routledge.
Mootee, I. (2009, October 29). The Sustainability Challenge Is Complex. Is Ecolabeling The Answer
Or Just Another Greenwashing Tool? Retrieved 2009, from Innovation Playground:
http://mootee.typepad.com/innovation_playground/business-strategy/
Moscardo, G. (2009). Trouism and Qualtiy of life: Towards a More Critical Approach. Torusim and
Hospitality Research , Vol. 9 (No.2), 159-170.
Moss, D. A. (2007). A Concise Guide to Macro Economics (1 ed.). Boston, Massachusetts: Harvard
Bussiness School Publishing.
Mowforth, M., Charlton, C., & Munt, I. (2008). Global Politics, Power and Play: the macro level of
responsibility. In M. Mowforth, C. Charlton, & I. Munt, Toursim and Responsibility (pp. 10-52).
Oxon, UK: Routledge.
Murphy, R. (2009, June 18). US asks for corporate transparency. 2005-2009 Tax Research UK.
http://www.taxresearch.org.uk/Blog/2009/06/18/us-asks-for-corporate-transparency/ .
Ottman, J. (2008, July 22). Green Marketing: Before They Buy, Consumer Have to "Buy it". Retrieved
from Green Marketing: http://www.greenmarketing.com/blog/
Peeters, P., Gossling, S., & Lane, B. (2009). Moving Towards Low-Carbon Tourism. In D. Leslie,
Torusim Enterprises and Sustainable Development (pp. 241-256). New York: Routledge.
Rogers, E. M. (2002). Diffusion of preventive innovations. Addictive Behaviors , 27 (6), 989.
Rowe, A., Smith, J. D., & Borein, F. (2002). Travel and Tourism. Cambridge, UK: Cambridge
University Press.
June 27-28, 2011
Cambridge, UK
15
2011 Cambridge Business & Economics Conference
ISBN : 9780974211428
Sauvé, L. (1996). Environmental Education and Sustainable Development: A Further Appraisal. (C. :.
Université du Québec à Montréal, Ed.) Canadian Journal of Environmental Education (CJEE) , 1 (1),
7-34.
Solnet, D. J., Paulsen, N., & Cooper, C. (2010). Decline and turnaround: a literature review and
proposed research agenda for the hotel sector. Current Issues in Tourism , 13 (2), 139-159.
StatPac Inc. (2009). Research Methods. Retrieved
http://www.statpac.com/surveys/research-methods.htm
March
2010,
from
StatPac
Inc.:
Sutton, R. I. (2001). The Weird Rules of Creativity. In M. L. Tushman, & P. Anderson, Managing
Strategic Innovation and Change (pp. 267-275). Oxford: Harvard Business School Publishing .
Tushman, M. L., & Anderson, P. (2004). Managing Strategic Innovation and Change (Second Edition
ed.). Oxford, New York: Oxford University Press.
Tzschentke, N., Kirk, D., & Lynch, P. A. (2004). Reasons for going green in serviced accommodation
establishments. International Journal of Contemporary Hospitality Management , 6 (2), 116-124.
United Nations: Agenda 21. (1992, June 3-14). UN Department of Economic and Social Affaris:
Division for Sustainable Development. Retrieved November 8, 2009, from United Nations: Earth
Summit: http://www.un.org/esa/dsd/agenda21/res_agenda21_40.shtml
UNWTO (2010). Sustainable Development of Tourism. Retrieved February 12, 2010, from United
Nation's World Tourism Organization: http://www.unwto.org/sdt/index.php
UNWTO (2009). Tourism – an Economic and Social Phenomenon. World Tourism Organization.
http://www.unwto.org/aboutwto/why/en/why.php?op=1 .
Weaver, D. B. (2009). Reflections on Sustainable Tourism and Paradigm Change. In C. M. Stefan
Gössling, Sustainable Tourism Futures (pp. 33-40). New York: Routledge.
Williams, A. (2002). Understandting the Hospitality Consumer. Oxford, UK: ButterworthHeinemann.
World Travel and Tourism Council (WTTC) (2010). World Travel and Tourism Council: Travel
and Tourism Economic Impact Report. London, Uk: World Travel & Tourism Council.
World Travel and Tourism Council (WTTC) (2009). World Travel & Tourism Council: TOURISM
IMPACT DATA AND FORECASTS. London, UK: 2007 World Travel & Tourism Council.
World Travel and Tourism Council (WTTC) (2008). Travel & Tourism Economic Impact
Research Key Concepts.
United Nations Conference on Trade and Development (UNCTAD) (2007). Foreign Direct
Investment in Tourism: The Development Dimension. United Nations New York and Geneva,
2007.
June 27-28, 2011
Cambridge, UK
16