Is there a case for revising the UNWTO's Global Code of Ethics to include a new article on the ethical treatment of animals by the tourism industry? A response to the opinion piece by David Fennell

This opinion piece reviews and critiques the opinion piece by David Fennell which presents a proposal for a new article about the ethical treatment of animals to be added to the UNWTO Global Code of Ethics for the tourism industry. The case presented here rests on a detailed examination of the use of the concepts of speciesism and anthropocentrism in the original opinion piece. It finds that, while speciesism is currently a fashionable way to draw parallels between animals and humans, it is dependent on the evidence around the questions of sentience, cognition and consciousness. While there is increasing evidence for animal sentience and cognition, human consciousness is wholly different from that of even the most advanced animals. And, although anthropocentrism is a dominant idea in many forms of political decision making in general, it cannot be used as a stick with which to beat tourism scholarship: many writers on tourism adopt distinctly ecocentric lines of argument, including the concepts of ecotourism and sustainable tourism. The paper also notes that only ca. 30% of UNWTO's national members had given legal recognition to the existing code of ethics nearly 10 years after its ratification by the UN.     

Requests for zoo visitors to undertake pro-wildlife behaviour: How many is too many?

Recognising the potential conservation impact, zoos regularly ask their visitors to undertake pro-wildlife behaviour. This paper presents the results of two studies undertaken to address the question: how often during a visit should visitors be asked? Study 1 sought to a) determine individuals' personal thresholds and b) the point where the number of different behaviours requested began affect visitors' experiences. Study 2 sought the same, but focused on requests for the same behaviour. Results suggest that few respondents' personal thresholds were crossed (2.5% in Study 1 and 9% in Study 2). In neither study did many respondents (2.5% in Study 1 and 2.8% in Study 2) feel that the number of requests negatively affect their overall zoo experience. While there are caveats, we conclude that there appears little cause for concern about asking zoo visitors on multiple occasions to act in support of wildlife. Indeed, such requests may improve experiences.     

Timing of Public Information and Cost Reduction

Received July 31, 2000; revised version received July 18, 2001     

Information technology innovation in India: The top 100 IT firms

Patents serve as an indicator of the innovation capability of countries, industries, or firms. Many Indian firms are in a transition to move from labor intensive segments to areas with higher value added which has been reflected in this research. The purpose of this study is to analyze patents issued during the period of 1997–2009 from the European Patent Office database and the United States Patent and Trademark Office database from the top one hundred Indian information technology firms. This study represents a novel empirical look at information technology industry innovations in India. A comprehensive set of statistical patent analyses are presented to provide practitioners with valuable knowledge to assist in business strategic planning.     

The Roles of HRM in CSR: Strategic Partnership or Operational Support?

As the implementation of corporate social responsibility (CSR) strategy requires promoting employee participation and initiating meaningful changes in organisational culture, the involvement of the human resource management (HRM) function in policy formulation and implementation is highly desirable. The relationship between the HRM and CSR functions is, however, under-investigated than other areas. Hence, there is a lack of clarity concerning HRM roles and the conditions under which they may be strategic or operational in nature. By drawing on data from interviews with 29 CSR and HRM professionals of large organisations in New Zealand, this paper argues that the role and contribution of the HR function in CSR is contingent on organisational variables such as the CSR structure, the scope and application of CSR and the nature of the HR functions. It concludes that in such contexts HRM is more likely to offer operational support in executing CSR rather than strategic input.