Strategic Corporate Social Responsibility in Tourism and Hospitality

Camilleri, M.A., Strategic Corporate Social Responsibility in Tourism and Hospitality. Sustainable Development. 1–3, 2020

DOI: 10.1002/sd.2059

3 Pages Posted: 4 Jun 2020

See all articles by Mark Anthony Camilleri

Mark Anthony Camilleri

University of Malta; University of Edinburgh

Date Written: May 8, 2020

Abstract

Tourism businesses engage in strategic corporate social responsibility (CSR) when they integrate responsible behaviors in their operational practices (Camilleri, 2015, 2019a; Carroll & Shabana, 2010; Porter & Kramer, 2006, 2011; Van Marrewijk, 2003; Vogel, 2005). Strategic CSR activities may usually improve their bottom line, whilst taking into account their legitimate stakeholders' interests (Garay & Font, 2012; Kang, Lee, & Huh, 2010). For instance, various hotels and restaurants are increasingly communicating about their business activities that are having an effect on their stakeholders, including their employees, patrons, guests, suppliers, local communities, the environment, regulatory authorities and the community at large. Their non-financial reports (CSR reports, sustainability reports, or integrated reports) can identify the operational practices that are satisfying their stakeholders' expectations (Inoue & Lee, 2011; Lantos, 2001). The hospitality businesses' strategic CSR behaviors can improve their employees' working conditions, as they provide: decent employment to locals and migrant workers, health and safety in their workplace environments, adequate compensation and recognition of all employees, ongoing training and development opportunities, work-life balance, and the like (Camilleri, 2016). Moreover, they may address the environmental issues by: offering local, fresh, and sustainable food to their patrons; engaging in circular economy behaviors, reducing food waste; decreasing energy consumption, reducing the carbon footprint, and greenhouse emissions; using ecoresponsible products, et cetera (Camilleri, 2019a, 2019b). Various hotel chains are stepping in their commitment for sustainability issues as they set their own policies to implement strategic CSR practices (Falck & Heblich, 2007; Garay & Font, 2012). Very often, they rely on the nongovernmental organisations' regulatory instruments and tools like the Global Reporting Initiative's process and performance-oriented standards, or they align their practices with the Integrated Reporting.

Keywords: Sustainability, Sustainable Development, Corporate Social Responsibility, Strategic CSR, Tourism, Hospitality

JEL Classification: M1, M10, M12, M14, M16, M31, M38, Z3, Z30, Z32, Z33, Z38

Suggested Citation

Camilleri, Mark, Strategic Corporate Social Responsibility in Tourism and Hospitality (May 8, 2020). Camilleri, M.A., Strategic Corporate Social Responsibility in Tourism and Hospitality. Sustainable Development. 1–3, 2020, DOI: 10.1002/sd.2059, Available at SSRN: https://ssrn.com/abstract=3596291

Mark Camilleri (Contact Author)

University of Malta ( email )

Department of Corporate Communication,
Faculty of Media and Knowledge Sciences
Msida, MSD2080
Malta
79314808 (Phone)

HOME PAGE: http://https://www.um.edu.mt/profile/markacamilleri

University of Edinburgh

27 Buccheluech Place,
The Business School
Edinburgh, Scotland EH8 9JS
United Kingdom

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