Md. Abdul Hamid
As climate change gains global attention from events like the summit in Copenhagen held during December of 2009, the need for sustainable tourism is more important than ever (Deale and Barber, 2010). But the query simply arises who will proceed as the role player to make sure sustainable tourism development (STD)? The thinking is till now in infant level so an inclination of ‘pillow-passing’ among its stakeholders is noticed. Corporate bodies have come forward as ‘self-declared’ accountable faction in this endeavor. Now the concern arises, is it myth or really possible to ensure STD through performing corporate social responsibility (CSR)?
In other industries, more or less, CSR has been recognized as a part of business policy. For an unknown reason, in tourism industry, this is not so apparent yet. Fragmented ventures of societal responsibility is observed, the reason might be…tourism is neither a phenomenon nor a simple set of industries. It is a human activity, which encompasses human behavior, use of resources, and interaction with other people, economics, and environments (Eraqi, 2010). The good thing is that the awareness in this issue is increasing among its stakeholders.
It is universal that the motive of business venture is to earn profit. Besides, it’s true that the actions of business impact the local, national, and global community, so businesses have a responsibility to ensure that the impact is positive (Becken, 2007). For this, this is highly desired that the companies will act in such way so that the natural resources can be used generation after generations. In other words, value cration represents for a firm a basilar survivor factor on the long run, contributing to social needs and benefits (Formisano, 2002).
Though most of the business organizations confess about their responsibility toward society, the basic question is: do the managers perceive CSR in the same way? A study on 1000 managers in eight large international firms concluded that the managerial perceptions of societal responsibilities differ in some respects from the mainstream models found in the CSR and business ethics literature (Pedersen, 2010). If they ‘point their guns’ in different targets, how will it be possible to achieve unique goal from this venture?
On the other hand, while the notion of CSR is increasingly evident in the corporate world, among many civil-society advocates and in public policies it is ambiguous and contested on various grounds (Carroll, 1999), just like the concept of ‘sustainable development’ is contested and disputed. Many different approaches have been identified (Redclift, 1997; Hopwood et al., 2005; Redclift, 2005) and the contribution of CSR to sustainable development can be questioned (Moon, 2007).
Conflict between shareholders and management, on CSR issue, is not new at all. From the very beginning, it is being tough to make the shareholders understand that through CSR practices they will earn benefit in the long run. As most investors expect revenue in the short term, it creates problem in the board meetings! Some educators and researchers also ‘add fuel in this flame’. For example, Friedman argues (1970) that the only responsibility of the managers is to increase shareholder value. As only businessmen have given them money to do business so the executives should ensure desired return for them.
The craze (or appeal) of CSR is being deemed gradually also. Many studies have shown that the corporate decision makers calculate their ‘interest’ at first before launching any social welfare program. And so, aware publics are considering so called CSR as nothing but a ‘strategic weapon’ of gaining marketing goals. On the other side, in a report The Economist strongly criticized “acting ‘good’ and advertising it may elicit charges of hypocrisy, leading other companies to decide that CSR might be more trouble than it’s worth”. The logic behind this dispute is once this social responsibility might be a matter of ‘showcase’ and unfair means can be adopted to gain name and fame by the companies.
Bramwell, B. and Lane, B. (1993) mention that the sustainable tourism is an economic development model conceived to improve the quality of life for the local community, and to facilitate for the visitor a high-quality experience of the environment, which both the host community as the visitors depends. Moreover the pursuit of sustainability is never-ending. Environmental conditions and patterns of resource use are dynamic and interact in complex ways (Lebel, 2010).
In this process the main parties are companies and customers. The corporations are speaking for ‘social responsibility’ but what about customers? The findings do not show very positive somewhat. Evidence in the UK shows that less than 1% of all outgoing holidays booked in the UK give any real priority to the environment (Mintel, 2005). Boon, Flucker, and Wilson (2008) test the effect of a 10 year program of awareness reising to promote ecological sustainable tourism in south east Australia and conclude that the program had almost no effect over the period. In response, different education programs are proposed.
Finally it can be said, only orporate bodies will not be able to take the charge. Even if they try, it will not bring so mentionable output. And very simply, they will not attempt to make annoyed their king (Consumer is the king: Paul Mazur). So, the hope of achieving STD through CSR is very far from the reality. We have to change ourselves to ensure sustainability of nature as well as tourism industry. At last it can be quoted – The behavior change literature underlines the necessity of examining tourism and people’s willingness to adapt to more sustainable lifestyles (Miller, 2010).
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The study will be conducted to find out the suitable answer of the basic question: How CSR drives sustainable tourism development? Here I hope to focus on these issues actually: How STD is understood by corporations and other pressure groups; do the corporate bodies really doing mentionable something (if yes, how) for the wellbeing of the society, is it possible for corporations to carry out the entire job, what can be done to make CSR more effective to ensure STD?
References:
Barnea, A. and Rubin, A., (2010) ‘Corporate social responsibility as a conflict between shareholders’ Journal of Business Ethics, Springer 2010.
Becken, S. (2007) ‘Tourists’ perception of international air travel’s impact on global climate and potential climate change policies’, Journal of Sustainable Tourism, 15 (4), 358-368)
Boon, P., Fluker, M., and Wilson, N. (2008). A ten-year study of the effectiveness of an educative programme in ensuring the ecological sustainability of recreational activities in the Brisbane Ranges National Park, South-Eastern Australia. Journal of Sustainable Tourism, Vol 16 (6), 681-697.
Brammer, S. and Millington, A. (2005) ‘Corporate reputation and philanthropy: An empirical analysis’, Journal of Business Ethics, 61, 29-44.
Bramwell, B. and Lane, B. (1993) ‘Sustainable tourism: An evolving global approach’ Journal of Sustainable Tourism, 1, 1-5
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