The sustainability behaviour of small firms in tourism: the role of self-efficacy and contextual constraints

This article presents a grounded theory to explain why some small businesses in tourism adopt sustainable business practices while others do not, even when they share environmental and wider sustainability concerns. It does so based on research undertaken among business owners in Crete. The paper starts by considering studies on sustainability awareness, knowledge and the mechanisms for accepting responsibility. Secondly, it summarises the influence of task difficulty and effort on sustainability self-efficacy. Thirdly, it focuses on social comparisons and vicarious experiences, as a way of learning what is important. Finally, it examines powerlessness due to perceived situational constraints. In so doing, the study finds that self-efficacy helps to explain sustainable attitude formation and the attitude-behaviour gap; it partly shifts the locus of responsibility for an inability to act sustainably away from the individual and towards their context. The paper contributes to the theoretical literature on small businesses and sustainability, and leads to new avenues for policy interventions.     

Generational differences: An examination of work values and generational gaps in the hospitality workforce

The purpose of this study is to identify generational differences and similarities among hospitality employees and managers in order to develop leadership strategies and management styles that can be utilized to increase employee morale and productivity while enhancing recruitment and retention rates of highly qualified workers. Data for this study were collected through a series of in-depth focus group discussions. Findings indicated significant generational differences in world views, attitudes toward authority and perspectives on work. Findings suggested the Baby Boomers respect authority and hierarchy, while the Generation X-ers (Gen X-ers) rebel against authority. Findings also suggested while Baby Boomers live to work, Gen X-ers work to live. The Baby Boomers are willing to wait their turn for promotions and rewards, and are very loyal. On the other hand, Gen X-ers expect immediate recognition through title, praise, promotion, and pay. They also want a life outside of work—they are not likely to sacrifice theirs for the company. The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority. They like teamwork, showing a strong will to get things done with a great spirit.     

Financing the sustainable management of Rwanda's protected areas

Rwanda's Nyungwe National Park is a biodiversity hotspot with the most endemic species in the ecoregion and the highest number of threatened species internationally. Nyungwe supplies critical ecosystem services to the Rwandan population including water provisioning and tourism services. Tourism in the Park has strong potential for financing enhanced visitor experiences and the sustainable management of the Park. This paper explores quantitatively the economic impacts of adjustment in Park visitation fees and tourism demand as a source of revenues to improve Park tourism opportunities and ongoing operations and maintenance. The methods developed in this paper are novel in integrating the results of stated preference techniques with a regional computable general equilibrium modelling approach to capture multisectoral, direct, indirect and induced impacts. Such methods have strong potential for assessing revenue generation alternatives in other contexts where park managers are faced with the need to generate additional revenue for sustainable park management while facing diminishing budget allocations. Results of this analysis demonstrate that adjustment of Park fees has a relatively small impact on the regional economy and well-being when compared with a strategy aimed at generating increased tourism demand through investment in improving the visitor experience at Nyungwe National Park.     

Interplay between ethanol and electric vehicles as low carbon mobility options for passengers in the municipality of São Paulo

The Brazilian cities as well as many of the large urban centers in the world continue to expand, increasing the demand for mobility and transport, while, at the same time, the same cities are investing in greenhouse gas (GHG) mitigation to avoid climate change. Brazil's urbanization rate increased from 26% in 1940 to almost 70% in 1980. During this period, the Brazilian population tripled and the urban population multiplied by seven. In 2010, the transport sector in São Paulo accounted for 71% of the total emissions released by the energy sector. Ethanol has been considered a fuel with less greenhouse gas emissions, when compared with fossil fuels. However, ethanol production would have to double to meet the expected demand. Electric vehicles (EVs) market is expanding around the world, and is also an option to reduce the transport emissions, if powered by clean electricity. To assess whether the adoption of EVs might bring more benefits than the current ethanol, we develop prospective scenarios supported by the Long-range Energy Alternatives Planning (LEAP) simulation tool, taking a bottom-up tank-to-wheel approach to consider the CO₂ emissions of car in São Paulo. The scenario considering a substitution of 25% of gasoline-powered cars by EV in 2030 showed a reduction in energy consumption and CO₂ emissions, around 15% and 26% respectively in that year in comparison with 2015. We discuss the interplay between ethanol and EV, also considering emission coefficients from life cycle analysis conducted in Brazil, and concluded EV will have higher positive impact on climate change mitigation than ethanol.     

Employee satisfaction and turnover intention: A comparative analysis between front-of-house and back-of-house employees in casino-entertainment venues

ABSTRACT

This study investigates job location and its relationship with employee turnover intention within the casino-entertainment industry. The researchers analyzed turnover intention at the supervisor and company level from the perspective of employees who hold front-of-house or back-of-house jobs in three Nevada casinos and their corporate office. The results of this research fill existing gaps in the academic literature related to turnover intention and provide beneficial implications for industry and academic practitioners. Organizations within the casino-entertainment industry may develop strategies related to the management of human capital that could provide fiscal and operational benefits.     

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