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Sustainable luxury has often been seen to offer both environmental sustainability and the possibility for innovative entrepreneurial development of natural and cultural heritage. The possibility and challenges of sustainable luxury tourism for Indigenous groups have been discussed by Poelina and Nordensvärd (2018) at some length by including a cultural governance perspective that brings culture and nature together. They stressed how protecting our shared human heritage and human culture can be aligned with a new wave of sustainable luxury tourism. To achieve this, we need to create links to both management and protection of landscapes and ecosystems as vital parts of heritage protection and social development. This chapter explores how and why we need to integrate social sustainability into sustainable luxury tourism, where we can foresee potential pitfalls and conceptualise nature-based and Indigenous tourism to empower local Indigenous communities and provide them with sustainable employment, economic development and community services. The sustainable tourism model provides brokerage necessary to strengthen their capacity for innovation, entrepreneurship and transformational change. This transformational change requires tourist visitors and non-Indigenous tourism operators to be open to a new experience with Indigenous guides and tourism operators to see, share and learn how to feel ‘Country’ (Poelina, 2016; Poelina & Nordensvärd, 2018). We will use Martuwarra (Fitzroy River) and its communities in Kimberley (Western Australia) as a case study to develop a sociocultural sustainable luxury tourism framework that includes governance, legal and management and social policy perspective.

The purpose of our chapter is to contribute to the current literature on sport and the environment by introducing an ethic of sustainability embedded in the historical and ongoing place-based physical cultures of Fisher River Cree Nation (Ochékwi Sipi).

Using an Indigenous-centered, community-based research design, we conducted four sharing circles with a total of 13 Elders from Fisher River Cree Nation. Sharing circles are a culturally safe discussion format for Elders to share their experiences and perspectives, which is significant in that Elders serve as critical links in the intergenerational communication of Cree place-based knowledge.

The key finding of this research is presented, centering around the more-than-human ethic that emerges from the place-specific stories of movement and physical culture shared by the Elders.

Based on the stories of the Elders we show how intimate and deeply embodied knowledges are formed over the course of generations of living with, learning from, and moving across Land. The knowledge gathered from this research presents an alternative to the dominant Western worldview and may serve as a critical link in struggles for environmental and social sustainability.

This qualitative case study provides a detailed description of the ways a Kindergarten/Grade 1 teacher in a Gulf Islands school, located on Canada’s west coast, integrated place-based education in her practice with young learners. The teacher’s integration of place-based knowledge over a school year, and her incorporation of traditional knowledge linked to local Coast Salish ways of knowing, was in response to the British Columbia Ministry of Education’s mandate to include local Indigenous ways of knowing in all classrooms. This study also reveals the ways an Indigenous educator affiliated with the school district and local community members provided the teacher and students with deeper understandings of Salt Spring Island from a historical, place-based, and Indigenous knowledge perspective. Specifically, the Indigenous educator and community members shared their knowledge on the vegetation on the island and shared information about the animals that lived on or near the island. Throughout the study, the teacher drew on a “critical pedagogy of place,” which focuses on the ecological aspects of place and the tenets of critical pedagogy. This study documented the ways the teacher included local Indigenous knowledge in her practice in culturally relevant and appropriate ways – primarily through outdoor learning experiences. The children also shared their perspectives on these learning experiences. In this study, the place-based learning opportunities provided to the children enabled them to acquire rich insight on the history and ecology of their community and island.

Beatrice Avalos, Ph.D., is associate researcher at the Centre for Advanced Research in Education, University of Chile. She has journal and book publications on teacher education, educational policy in developing countries and gender issues focussed particularly on Chile and Latin America. She has worked and taught in universities in Chile, Britain, Canada and Papua New Guinea, and carried out consultancy work in Bangladesh and several Latin American countries on issues related to school improvement, teacher professional development and teacher initial education.

Sustainable tourism development is currently a practice for most destinations in the world. It is associated with conceptualizing, implementing, and monitoring policies and programs with balanced economic, sociocultural, environmental, and politico-administrative implications. It is manifested through understanding and integrating the significance of tourism resources, specifically sites and attractions, and the perspectives of primary and secondary stakeholders. This book chapter explicated the significance and implementation of value and rights-based approaches to tourism development through the case of the Samar Island Natural Park (SINP) in the Philippines. It highlighted the value of SINP based on its natural and cultural heritage significance and the perspectives of People's Organizations as tourism front liners of SINP. In the end, a Sustainable Tourism and Strategic Development Framework was explained as the by-product of interconnecting the value and rights-based approaches. The discourse recognizes the interaction between preserving the park's natural integrity and maximizing its tourism potential for the benefit of the local communities and also examines the different aspects of SINP – its vibrant ecosystems and rich cultural legacy, that set it apart as a unique destination.

The increasing trend towards sustainable development has seen a shift from ‘end of pipe solutions’ to the ongoing threat of pollution. Policy makers have come to accept the need for some form of inbuilt environmental standards to be included in any overall planning strategy. These shifts come in the wake of the Brundtland Report and the Rio World Summit. They have also shaped environmental policy. A central feature of this new thinking is the theory of ‘Ecological Modernisation’ (EM). Underpinning this debate are the theorists Janicke, Weale and Hajer, who have each contributed to the conceptualisation of EM as a feature of modern society. It can be argued that EM theory reflects a critical new positioning of the environmental debate, moving away from the periphery of social, cultural and political channels and becoming an important aspect of policy planning in these areas.

Ulf Bengtsson works for Motorola Inc. as an Organization Effectiveness consultant. In this role he works in the area of change acceleration, organization design, and other strategic OD initiatives. His undergraduate degree is in Organizational Communication from Cleveland State University and he earned a Masters in Management and Organizational Behavior (concentration in OD) from Benedictine University. He has done award-winning papers and presentations and has numerous publications on topics including organizational behavior, organization development, and appreciative inquiry. A Swedish citizen, he now resides in Chicago. Ulf can be reached at: Ulfl@motorola.com.Allen C. Bluedorn (Ph.D. in sociology, University of Iowa) is the Emma S. Hibbs Distinguished Professor and the Chair of the Department of Management at the University of Missouri-Columbia. He has taught and studied management and the organization sciences, first at the Pennsylvania State University, then for the last 23 years at the University of Missouri-Columbia. These efforts have produced seven major teaching awards, over 30 articles and chapters, and his recently published book, The Human Organization of Time (Stanford University Press, 2002). He has served as president of the Midwest Academy of Management, as a member of the Organizational Behavior Teaching Society’s board of directors, as a representative-at-large to the Academy of Management’s board of governors, as associate editor of Academy of Management Learning and Education, and as division chair of the Academy of Management’s Organizational Behavior Division.David Coghlan is a member of the School of Business Studies at the University of Dublin, Trinity College, Ireland. His research and teaching interests lie in the areas of organisation development, action research, action learning, clinical inquiry, practitioner research and doing action research in one’s own organisation. His most recent books include Doing Action Research in Your Own Organization (co-authored with Teresa Brannick, Sage, 2001), Changing Healthcare Organisations, (coauthored with Eilish Mc Auliffe, Blackhall: Dublin, 2003) and Managers Learning in Action (eds. D. Coghlan, T. Dromgoole, P. Joynt & P. Sorensen, Routledge, 2004).Paul Coughlan is Associate Professor of Operations Management at the University of Dublin, School of Business Studies, Trinity College, Ireland where, since 1993, he has researched and taught in the areas of operations management and product development. His active research interests relate to continuous improvement of practices and performance in product development and manufacturing operations. He is President of the Board of the European Institute for Advanced Studies in Management, and a member of the board of the European Operations Management Association.Fariborz Damanpour received his Ph.D. from the Wharton School of the University of Pennsylvania. He joined the Graduate School of Management at the Rutgers University in 1985. Currently he is a professor at the Department of Management and Global Business of the Rutgers Business School, where he served as the chairperson of the management department from 1996 to 2002. Prior to his academic career, he worked as an engineer, an organizational development consultant, and the manager of a start-up unit in a large organization. His primary areas of research have been management of innovation and organization design and change. His papers have been published in several management and technology management journals including the Academy of Management Journal, Administrative Science Quarterly, IEEE Transactions on Engineering Management, Journal of Engineering and Technology Management, Journal of Management Studies, Management Science, Organization Studies, and Strategic Management Journal. He serves on the editorial boards of the IEEE Transactions on Engineering Management, Journal of Engineering and Technology Management, and Journal of Management Studies.Joyce Falkenberg is Professor of Strategy and Associate Dean of the School of Management at Agder University College (HiA) in Kristiansand, Norway. She received a Ph.D. from the University of Oregon in 1984. Her dissertation focused on strategic change and adaptation as a response to changes in the environment. Her research has continued the focus on strategic change with an emphasis on implementation. Recent work has combined this emphasis with the strategy issues of congition, strategizing, and resource based perspective. Before coming to HiA in the summer of 2003, Joyce Falkenberg was a member of the faculty at the Norwegian School of Economics and Business Administration. She taught in many international programs, including NHHs Masters of International Business; executive masters programs in Russia and Poland; and held seminars in Latvia, China, Switzerland, and Germany. Falkenberg has served on the Executive Board of the Academy of Management Business Policy Division and on the Editorial Board of the Academy of Management Review.Mary A. Ferdig Ph.D., is Director of the Sustainability Leadership Institute in Middlebury, Vermont, a research and education organization dedicated to developing leadership capacity for building a more sustainable world. Her research interests focus on leadership for sustainable organizational and social change, grounded in complexity and social constructionist perspectives. She consults with leaders in not-for-profit and business sectors as well as teaching process consultation and leadership communication in the Management and Organizational Behavior Master’s program at Benedictine University and the Public Administration and Community Services program at the University of Nebraska, Omaha. She also serves as an External Examiner in the Doctoral Program in the Complexity Management Centre, Hertfordshire University, London, U.K.Robert T. Golembiewski is Distinguished Research Professor, Emeritus at the University of Georgia, where he is part of the Public Administration program. Bob G is an internationally-active consultant in planned change, and he is the only pracademic who has won all of the major research prizes in management: the Irwin in business, Waldo Award in PA, the NASPAA Award in public policy, two McGregor awards for excellence in the application of the behavioral sciences, and the ODI Prize for global programs in planned change.