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The deployment of solar photovoltaic (PV) in higher education institutions is beneficial and critical for attaining sustainable campus goals. However, various barriers hamper the adoption of the technology, and unless these challenges are identified, formulating tailor made solutions to boost deployment will be challenging. Thus, this study aimed to identify the barriers to the deployment of PV in the public university sector in South Africa.

A critical review of the literature was conducted to identify the factors that negatively impact PV deployment. By screening the barriers identified from the literature using a conceptual framework, the barriers that were considered relevant to deployment within a university context were selected. Thereafter, the selected barriers and additional barriers recommended by panellists were verified through a three-round Delphi survey. The factors were either accepted or rejected as barriers in the sector based on the factors' mean score and interquartile range values.

The study observed that 12 barriers hamper PV deployment in the public university sector. The findings indicated that the top five barriers were the lack of incentives, lack of green building targets, lack of financial resources, high initial cost, and lack of clear policy direction. However, the study found that deployment was not hindered because there was resistance to change or uncertainty of recouping investment costs. The deployment was also not hindered because there was a lack of demand from electricity end-users or a lack of suitable installation space.

Given the lack of empirical studies on the subject in the region, the present study contributes to the body of knowledge by identifying the significant barriers that impede PV deployment in the public university sector. Furthermore, insight is provided on measures that relevant stakeholders can take to motivate and support universities to deploy the technology further.

Owing to dual constraints including liability of foreignness and liability of origin when emerging multinationals internationalize, they inevitably face the challenge of overseas legitimation. However, few studies have explored how latecomers cross the threshold of legitimacy in the dynamic context of transnational operation. The purpose of this paper is to unravel the evolution process, triggers and specific strategies of overseas legitimacy threshold crossing of emerging multinationals.

Through the longitudinal case study of Haier Group and Goldwind Sci & Tech Co., Ltd, this study investigates the periodical characteristics of overseas legitimacy threshold crossings and the co-evolution among critical factors influencing the legitimation process in the host country.

First, it summarizes that the legitimacy threshold in the host country experiences a sequential process from pragmatic legitimacy to normative legitimacy, and finally cognitive legitimacy. It is an inevitable choice for emerging multinational enterprises to realize and sustain legitimation from passive adaptation to active creation. Second, it reveals that the triggers for crossing the threshold of overseas legitimacy include periodically dynamic factors – international network linkage and resource system reconfiguration, as well as cross-stage spiral interaction effects. Third, it determines the specific strategies for crossing the threshold of overseas legitimacy, namely, replacement, upgrading and reconstruction of organizational identity, and reveals the important role of insisting on the country-of-origin Facebook in promoting the legitimation.

This study enriches the legitimacy threshold crossing literature from an evolutional perspective, especially the traditional static legitimacy research. This study also reveals the key impacting factors – international network linkage and resource system reconfiguration – and their evolution process interacted with the legitimation process.

The emerging multinationals should break the stereotypes from developed markets in that only creating new cognitive patterns through active legitimate strategies can they truly cross the legitimacy threshold in the host country. The emerging multinationals also need to retain their own home country legitimacy traits – Facebook and balance the relation between the image of the home country and the image of host country.

This paper investigates the process of overseas legitimacy threshold crossing for emerging multinationals in a dynamic context of transnational operation, particularly with respect to the evolutionary role played by international network linkage and resource system reconfiguration.

The aim of this paper is to understand the importance of consumer loyalty in the specific context of Hotel Family Business. This study proposes a conceptual model to examine how perceived service quality and corporate social responsibility (SCR) influence guest satisfaction and loyalty, and also how they relate to corporate image, perceived value and price.

Through the structural equation model (SEM), a research model was proposed to examine SQ and CSR affect satisfaction and loyalty to the Douro Family Hotel and also, how they interact with corporate image, perceived value and price. The main purpose is to analyse the drivers of guest loyalty and its importance for the development and sustainability of family hotels in Douro (Portugal).

The results of the study indicate that CSR and SQ perceived by the guest have a direct and positive effect on guest satisfaction and loyalty to Douro family hotels. These variables are also determinants of the perceived value, corporate image and price.

The sample is restricted and obtained by the convenience technique, but with sufficient size for the application of the structural equations model. However, the results obtained cannot be generalised to all hotels or contexts, as they only reflect information on family hotels in the Douro.

Family businesses are a substantial share of the European economy, from the industrial sector to the services industry, including also hospitality. In Portugal, family businesses likewise play a key role, both in terms of wealth creation and job creation.

These findings provide knowledge to family hotels on how they should implement a CSR policy that promotes service quality, corporate image and guest satisfaction, and therefore their loyalty and the competitiveness of the family hotel business.