Creating Competitive Advantage and Building Capital through Corporate Social Responsibility: An Exploratory Study of Hospitality Industry Practices

Abstract

Hospitality industry managers respond to a wide variety of requests from stakeholders, both internal and external, and even the smallest hospitality company practices corporate social responsibility (CSR). The foundations of these actions can be traced to the interrelated concepts of social capital and stakeholder theory. The present exploratory study used qualitative methods to determine how managers understand and operationalize CSR, how managers determine appropriate stakeholders to support, and what benefits managers expect from CSR activities. Three focus groups were conducted, involving a total of 11 owner/ managers of hospitality firms from a medium-sized Midwestern town. The study found that managers considered CSR activities to be an important business strategy but tended to respond reactively to stakeholder requests. While managers did not typically have specific rubrics for analyzing CSR opportunities, they were inclined to prioritize based on the type of stakeholder involved and relevance to the local community. Finally, as observed, CSR activities are motivated by business and personal reasons.

The Impact of Careful Application of Growth Management Policies and Sustainable Development on the Changing Marketing Environment

“…An idea whereby organisations incorporate social and natural worries into their business forms and associate with partners on an intentional premise. Social responsibility is the duty of organisations to act morally and add to improvement while enhancing the personal satisfaction of the workforce, their families and in addition the network and society all in all (Sydnor et al, 2014).…”

Motivaciones Para Acciones De Rse en Resorts en Brasil

“…Los investigadores Garriga y Mele (2004), Porter y Kramer (2006) y Campbell (2007) abordan la relación de las acciones de RSE con el mercado -stakeholders-el gobierno, la comunidad, los proveedores y la competencia del entorno externo (Garriga y Mele, 2004), las posibles externalidades (Beltratti, 2005), la competencia (Hillman y Keim, 2001) y los proveedores (Campbell, 2007). Y principalmente esta relación puede estar vinculada con los proveedores locales (Font, 2008) y con los proveedores con algún tipo de acción considerada de orden ambiental (Garay y Font, 2011) y por consiguiente, trabajar de forma adecuada la RSE con estos stakeholders puede generar resultados positivos en las relaciones de orden financiera -dimensión económica (Carroll y Shabana, 2010;Carroll, 2016;Sydnor;Day y Adler, 2014).…”

“…En el 13,33 por 100 de las situaciones investigadas se implementaron acciones de RSE. Las acciones relativas al stakeholder medio ambiente son de tipo reactivo (Adams y Zutshi, 2004;McWilliams;Siegel y Wright, 2006;Sydnor, Day y Adler, 2014). El estudio identifica que, en la dimensión ambiental las acciones de RSE son efectivamente actividades de reacción en esta área, ante los escenarios que se presentan, en consonancia con los intereses de los resorts, o con el poder del grupo de interés involucrado.…”

The Effect of Personal Characteristics on attitudes towards CSR: A Hotel Industry Perspective

“…According to Levy and Park (2011) corporate social responsibility are classified into different dimensions like community relations, diversity issues, employee relations, environmental issues and product quality but the important benefits gained by hotels through implementing CSR activities were short term benefits, like reduced labour and operating cost, hotel reputation and hotel image, hotel's product differentiation strategy (Calveras, 2015 ;Kucukusta, Mak, & Chan, 2013;Yu, Day & Adler, 2012). Benefits of Human resource related aspects lower turnover, increase in team cohesion along with the increased goodwill in the community (Sydnor, 2014).…”