Purpose This paper aims to review some of the academic literature on the circular economy, natural capital and resilience by tourism and hospitality scholars and to examine how a number of companies and industry bodies within the tourism and hospitality industry have used these concepts in their business operations and development plans. Design/methodology/approach The paper outlines the importance of sustainability to the tourism and hospitality industry and provides definitions of the concepts of the circular economy, natural capital and resilience. The paper reviews some of the academic literature on these concepts, explores how a number of companies and industry bodies within the tourism and hospitality industry have used them in their business and planning operations and identifies a number of future directions for academic research and managerial contributions. Findings The concepts illuminate a range of sustainability challenges and opportunities, and some companies use these concepts in their sustainability strategies and development planning. The current depth of theoretical understanding does not lend itself to management strategies, but one fruitful avenue is to explore how information systems can be better deployed to support these concepts and sustainability management in general. Originality/value The paper provides an accessible exploratory review of how academics and companies are focussing on the concepts of the circular economy, natural capital and resilience in the tourism and hospitality industry. As such, it will be of interest to academics, students and practitioners interested in the hospitality industry.
Abstract:The Sustainable Development Goals (SDGs) are a wide range of global sustainable development targets for the environment, society and economy and they were launched by the United Nations in 2015. In launching the SDGs, the United Nations called on all member states to embrace what are an ambitious and demanding set of challenges but it also emphasised the vital role that businesses, would have to play if these challenges were to be met. The aim of this preliminary commentary paper is to review a number of the ways the Information Communication and Technology industry believes it can contribute to the achievement of the SDGs. The paper outlines the characteristics of the concept of sustainable development and how ICT relates to sustainable development, reviews a number of the ways two leading ICT companies, namely Ericsson and Microsoft and two industry bodies, namely the GSMA which represents the interests of mobile operators worldwide, and the Global e-Sustainability Initiative, believe they can contribute to the achievement of the SDGs. The paper also examines some of the challenges the industry may face in making such a contribution and offers some reflections on the role of ICT in promoting the transition to a more sustainable future for people and the planet.
Purpose -The purpose of this paper is to further understanding of how information systems (IS) strategy is developed and implemented in small and medium-sized enterprises (SMEs). Design/methodology/approach -The purpose utilizes eight case studies, each one covering an 18-24 month time span. Qualitative research based on first-hand experience (action-research), interviews, meeting minutes, Board papers, final reports. Earl's model of IS strategy development is used as a framework for assessing strategy development and implementation. Findings -All three approaches identified by Earl are valid, depending on business context. All eight companies have been successful in their IS investment, some showing significant bottom-line benefits.Research limitations/implications -Shows value of properly managed IS strategy deployment in SMEs. Should encourage SMEs to adopt mid-to long-term approach to IS, linked to business plan. Models for IS strategy development and alignment could be progressed in subsequent research, focussing on some of these company projects and others just starting Practical implications -Case studies provide real life examples of IS good practice in SMEs. Cases can also be used as ''benchmarks''. Supports alignment of IS strategy with overall business strategy. May encourage other companies to explore use of knowledge transfer partnership (KTP) scheme for IS strategy deployment. Originality/value -The case examples are original and have not been studied before. Strategic options, key decisions, product selections and benefits gained are of value as examples to senior management and IS professionals in industry. Provides examples of how KTP scheme operates. Keywords Information systems, Knowledge transfer, Small to medium-sized enterprises Paper type Research paperThe current issue and full text archive of this journal is available at www.emeraldinsight.com/0140-9174.htm Grateful acknowledgement is given to the senior management and KTP Associates in the eight companies included in this research for their efforts and collaboration in advancing the companies' information systems. Information systems strategy development 79major strategic projects in industry. The scheme can be viewed as a partnership between the University, the partner company, the Associate and the UK Government's Department of Innovation, Universities and Skills (DIUS), who provide over 50 per cent of the operational project budget through their Technology Strategy Board (Figure 1). Eight different project managers were used to lead these IS projects, with incompany supervision provided by an appropriate line manager (this being the Finance Director in five of the eight companies). The projects focussed on systems replacement and process change but also involved on-going support and upgrade of the information technology/IS (IT/IS) infrastructure. The research team provided external project direction and support in all eight projects.
The increasingly stellar attraction of the digital technologies and the growing, though not universal, consensus of the need to build a sustainable future, are two powerful trends within society. The aim of this article is to offer an exploratory review of how the leading companies within the digital transformation market have addressed sustainable development. As such, the article’s originality and value lie in offering a review of current corporate thinking within that market. The study adopts an inductive, qualitative approach based on an examination of published company reports, and identifies six major sustainability themes being actively promoted and supported. The article concludes that the current sustainability objectives of the technology companies are driven as much by commercial reality as any altruistic motives, and that support and promotion of the circular economy may offer the best opportunity for digital technologies to meaningfully impact sustainable development.
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