Author : Stuart E. Levy & Sun-Young Park
School/Work Place : George Washington University, USA
Contact :,
Year : 2011

In recent years, hotel companies have recognized the importance of engaging in responsible business practices as they relate to stakeholders including employees, guests, and the communities in which their properties are located. Accordingly, many of these corporate social responsibility (CSR) initiatives (e.g., towel recycle and reuse programs, employee diversity training) have been widely implemented and are now commonly found throughout the industry. However, hospitality firms that continue to focus solely on mainstream CSR activities may no longer derive a high level of benefit of engaging in CSR efforts, which have traditionally included guest satisfaction, brand preference, positive brand reputation, and increased employee commitment (Bader 2005; Butler 2008; Mensah 2007). At worst, firms may be accused of "greenwashing" if their green practices remain outdated (El Dief and Font 2010).

Innovation practices and research related to hotels have mainly focused on technological and service innovations (Orfila-Sintes et al., 2004; Tseng et al., 2008), with scant attention paid to CSR innovations. Although it is assumed that hospitality firms benefit from continuous innovation in the CSR arena, no prior research has examined the value of CSR innovation from a management perspective. Therefore, the objective of this research is threefold: 1) develop a comprehensive list and categorization of new generation CSR innovations (which we call, "CSR 2.0"); 2) analyze differences between "traditional" and "innovative" CSR activities on key stakeholder outcomes; and 3) compare managerial perspectives in the lodging industry between U.S. east and west coast respondents. All of these research objectives will add to academic and practitioner understanding of sustainability in the hospitality and tourism industries.

List of Articles
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Tourism has become for many islands a means of social, economic and cultural development through the creation of jobs, raising standards of living and through the development of local resources for culture and heritage. Thus, many of these d...

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5 Think Tank IV Impediments to Sustainable Service Quality in Luxury H... file 15264 Oct 13, 2013

In order for tourism to be sustainable in the long term, there must be continued viability of tourism related entities (Tesone 2004), that is business operations must be sustainable. Hotels are major tourism entities and play an important ro...

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4 Think Tank IV After the Sydney Olympic Games: Sustainable Infrastruc... file 2734 Oct 13, 2013

Olympic Games epitomize the definition of a mega event, due to the size and scope that these events have in terms of participation, worldwide viewing and infrastructure development. However with the commercialization of these events over the...

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3 Think Tank IV Sustainability and Mass Destinations: Challenges and P... file 3788 Oct 13, 2013

In year 2001, the Government of the Balearic Islands decided to establish a tourism tax, named "ecotax", as an important measure to achieve a more sustainable tourism model for the islands. This paper analyses the background of the ecotax, t...

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2 Think Tank IV Sustainability in a Mature Mass-Tourism Destination: T... file 3599 Oct 13, 2013

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1 Think Tank IV The Benefits of Visitor and Non-Visitor Research in th... file 2980 Oct 13, 2013

Our premise in this paper is that if sustainable tourism development and management is to meet the needs of both the present and the future then it is equally important to prioritise research on those who visit tourism destinations (and incl...

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