Exploring Corporate Social Responsibility: A Managers' Perspective on How and Why Small Independent Hotels Engage with Their Communities

Njite, David; Hançer, Murat; Slevitch, Lisa

doi:10.1080/1528008x.2011.541833

Cited by 33 publications

(28 citation statements)

References 36 publications

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“…Nonetheless, although the perception, reasoning and implementation of strategies for CSR by field managers has been a subject of study within the private business sector (Peterson 2006;Engle 2007;Cacioppe, Forster, and Fox 2008;Pedersen and Neergaard 2009;Njite, Hancer, and Slevitch 2011) and especially in large corporations (Lepoutre and Heene 2006;Fassin, Van Rossem, and Buelens 2011), these issues have not been analysed in the field of SOEs characterised as SMEs.…”

Section: Introductionmentioning

confidence: 98%

“…Today, many companies are implementing CSR criteria within their management policies, by means such as conservation programmes, environmental development, employee training, grants and collaboration with NGOs (Njite, Hancer, and Slevitch 2011). However, there remains a significant gap between the theory of CSR and actual management practice (Spence and Rutherfoord 2001).…”

Section: Introductionmentioning

confidence: 99%

“…This paper is organised as follows. Section 2 analyses the role of managers/directors in the business relationship with CSR, and research questions are derived from the theoretical 1999) in general, and specifically by their views on the concept, interpretation and application of CSR (Njite, Hancer, and Slevitch 2011). Therefore, the following research question is derived in our study: Q1.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Managers as drivers of CSR in state-owned enterprises

Bolívar

Sánchez

Hernández

2014

Journal of Environmental Planning and Management

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Corporate social responsibility (CSR) is increasingly required not only of private sector companies, but also of state-owned enterprises (SOEs), whose main function is to provide services to society and not principally to obtain financial reward. The important role played by managers in implementing CSR has been demonstrated by prior research. The objective of this paper is to examine how managers of SOEs perceive the concept of CSR, the reasons for their involvement and how it is integrated into everyday business practices. In addition, we examine whether managers' attitudes towards CSR policies are influenced by their personal profiles and by the sector in which the SOEs work. We find that, although these managers are aware of the importance of the CSR principles underlying their activities and understand the meaning, scope and dimensions of CSR, there remains an evident need to enhance the application of CSR policies among the strategies of SOEs. The manager profile and the sector in which the SOEs work both have a strong influence on their behaviour regarding CSR issues.

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Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Managers as drivers of CSR in state-owned enterprises

Bolívar

Sánchez

Hernández

2014

Journal of Environmental Planning and Management

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“…The firms studied here simultaneously represent independent and chain-owned, locally operated business; they are all small businesses (revenues less than $30,000,000 for hotels and $10,000,000 for restaurants as defined by the Small Business Administration; (USSBA, 2012). Accordingly, the present researchers acknowledge Njite et al (2001) but engage social capital as an intrinsic antecedent of CSR. Lynn (2011) discuss the issues of altruistic CSR which involves a firm helping to alleviate external social problems and inequities through charitable functions whether it benefits or not.…”

Section: Theoretical Foundation Of Csrmentioning

confidence: 99%

“…Many hospitality companies are locally-owned small-or medium-sized enterprises; even hospitality operations with larger brands are characterized by decentralized operations and management. While recent studies in the hospitality industry have examined the motivations of independent hotel managers (Njite, Hancer, & Slevitch, 2001) there has been no study of the broader hospitality and tourism sector. The reach of the hospitality industry into communities across America is noteworthy: there are over 52,000 hotels (STR, 2012) and 970,000 restaurant locations (NRA, 2012) in the United States.…”

Section: Csr In the Hospitality Industrymentioning

confidence: 99%

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

Sydnor¹,

Day²,

Adler³

2014

MOS

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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.

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Customers' corporate social responsibility awareness as antecedent of repeat behaviour intention

González‐Rodríguez

Díaz‐Fernández

2020

Corp Soc Responsibility Env

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The aim of the study is mainly to investigate the influence of hotel customers' perception and awareness of corporate social responsibility (CSR) concerning the environmental practices of hotels on the image of the establishments and on repeat behaviour intention (RBI) by said customers. Accordingly, a research model is established which allows an understanding of the underlying mechanism of perceived CSR practices, CSR awareness, hotel image and RBI. The growing interest shown by practitioners to understand the mechanism to achieve sustainable competitive advantage for hotels through their environmental policies and the scarce number of studies analysing customer CSR awareness and its influence on customer green hotels' engagement justify this study. Hence, the study strives to overcome this gap in the CSR literature. Data were collected from hotel guests who have stayed at green hotels in Spain over the last 12 months. The research model was estimated using a variance-based structural equation modelling approach. The findings achieved and future research avenues derived from the study are of great value for both theorists and managers to achieve a sustainable development. The research model proposed can be applied to other tourist agents other than hotels and provide valuable knowledge for practitioners to understand to what extent their managerial CSR practices and their effort to communicate them are perceived by their stakeholders, which in turn influence the stakeholder engagments with those agents with a greater commitment to the environment. K E Y W O R D S CSR awareness, CSR perception, environmental policy, green hotel, hotel image, repeat behaviour intention, stakeholder engagement, sustainable development

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Exploring Corporate Social Responsibility: A Managers' Perspective on How and Why Small Independent Hotels Engage with Their Communities

Cited by 33 publications

References 36 publications

Managers as drivers of CSR in state-owned enterprises

Managers as drivers of CSR in state-owned enterprises

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

Customers' corporate social responsibility awareness as antecedent of repeat behaviour intention

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