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The International Organization for Standardization (ISO) 14001 as well as the European Union Eco-Management and Audit Scheme (EMAS) are two established management tools to evaluate, report and improve the environmental performance of businesses. The purpose of this chapter is the development and testing of a model on motivations, benefits, barriers and preconditions to the implementation of environmental management system (EMS) in the German hotel sector. One hundred and thirty six hotels have been identified as having implemented either ISO 14001 or EMAS (or both) in their operations. An analysis showed various correlations between motivations and perceived benefits of implementing an EMS, whereas no correlation could be measured between preconditions and barriers. Finally the preconditions, barriers, motivations and benefits were examined based on various characteristics of the hotels surveyed, which revealed significant differences among the different subgroups, such as chain-operated hotels and independently owned properties, or between luxury properties and budget operations.

The aim of this paper is to report on preliminary research conducted in seven sustainable hospitality and tourism operations set in developing economies which use the principles of social entrepreneurship. The applicability of community-based social entrepreneurial management systems as a means of fostering socio-economic development is analysed.

Online contacts were first made with the selected destinations, who were asked to supply written reports on selected criteria. Purposive sampling was employed, whereby the criteria chosen for analysis were based on characteristics believed to be representative. Analysis of the reports was based on the meaning of words, in particular, in finding commonalities and differences in themes approached by each respondent.

Preliminary conclusions show that the positive effects of employing local indigenous people in these projects far outweigh some negative aspects. Employment possibilities leading to improved living standards have resulted in each case. Local cultural traditions have been maintained and only in a few cases were examples of the negative effects of tourism reported.

The findings of this research are limited to a small selection of community-based social entrepreneurial hospitality and tourism projects in developing economies, thus, cannot be applied to similar projects in developed economies, where social and economic factors are considerably different.

In developing economies, social entrepreneurs can draw on the success of the projects analysed in this paper for the creation of new, similar ventures. In developed economies, hospitality and tourism businesses wishing to pursue a more socially caring form of development can gain inspiration.

The purpose of this chapter is to develop and review a set of indicators that measure the level of sustainable performance achieved by individual restaurants and to provide a means by which all restaurant operations can implement sustainable practices. The set of indicators, derived from extensive literature review, were tested on four London restaurants purporting to be sustainable. Results show that these indicators can be used effectively by the restaurants wishing to improve their sustainable performance. In addition, by using sustainable indicators the study aims to develop a theoretical concept for future improvement in the sustainable management of restaurant operations.

Tourism is one of South Africa’s fastest growing sectors. Pro-Poor Tourism (PPT) is an approach to tourism development that results in increased net benefits for poor people. It enhances the linkages between tourism businesses and poor people, so that tourism’s contribution to poverty reduction is increased. The South African Township Tourism Organisation tries to implement PPT by providing tourists with the chance to learn about the country and its history in an authentic way. The authors took a sample of Tour Operators registered with Tourism South Africa in Cape Town, Johannesburg and Pretoria that include the two biggest townships Khayelitsha and Soweto. They used in-depth interviews to identify the kind of tours offered and the extent to which local communities are involved in and benefit from these tours. Results show that in terms of direct poverty alleviation township tourism is considered to be only moderately successful. The tour operators emphasised the need for more social investment and for local government to play an active role in encouraging the employment of more local people.

The purpose of this paper is to examine how customer socialization strategies can help social enterprises (SEs) to establish different types of organizational legitimacy and how different types of organizational legitimacy in turn can encourage customers' positive in-role behavior (such as repurchasing) and extra-role citizenship behavior (such as referral, feedback and forgiveness of quality problems).

A survey of 381 customers in Chinese SEs is used to examine the research questions. The paper uses structural equation modeling and bootstrap method to analyze the hypothesized relationships among customer socialization strategies, organizational legitimacy and customers' in-role and extra-role behaviors.

This study finds that various customer socialization strategies can differentially enhance different types of organizational legitimacy of a SE, which in turn positively affects customers' in-role repeated purchase behavior and extra-role citizenship behavior. The study also finds that three types of organizational legitimacy are highly accumulative; gaining relational and market legitimacy might be a precondition for obtaining social legitimacy for SEs.

This study is one of the first to empirically investigate the important role of customer socialization strategies in the acquisition of different types of organizational legitimacy in the context of SEs. It also shows how different types of organizational legitimacy, in turn, can positively affect customers' in-role and extra-role behaviors. In addition, this is one of the first empirical studies to investigate the accumulative nature of three types of organizational legitimacy in SEs: relational legitimacy, market legitimacy and social legitimacy.