Adoption and Implementation of Environmental Management Systems in Small Medium Enterprise (SME) Hotels in Blackpool
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Maintaining a strong environmental management system calls for effective and efficient strategies undertaken by small and medium enterprises (SME's), which shall enable the company and the associated competitors in the society. The paper aims to understand the credibility and significance of environmental management systems and their reputation with respect to the small medium enterprise (SME) hotels, residing and functioning in Blackpool. With this paper, we shall be able to identify the key factors that are responsible for effective environment management systems, implemented in the realm of hospitality.
Table of Contents
CHAPTER 1: INTRODUCTION1
Background of the Study1
Aim of the Research5
Significance of the Study5
Research Aims and Objectives5
CHAPTER 2: LITERATURE REVIEW6
Tourism and the Environment6
Brief History of Environmental Management Systems9
Environmental Management in Business12
Environmental Management in the Accommodations Sector16
Environmental Management Systems and Certification29
Enhancement of Benefits31
Special Recognition or Awards33
CHAPTER 3: METHODOLOGY34
Classification of research methods36
Steps in mixed methodology37
Strength and weakness of the mixed research:37
Inclusion and exclusion criteria41
Critical Appraisal tool48
CHAPTER 4: DISCUSSION AND ANALYSIS50
Environmental Management in the hotels of Blackpool50
CHAPTER 5: CONCLUSION69
Challenges Encountered in Establishing an International Market Presence69
Internal Advantages of Environmental Management Systems71
External Advantages of Environmental Management Systems73
Recommendations and Further Research74
Questionnaire for Environmental Management System86
CHAPTER 1: INTRODUCTION
Background of the Study
The factors inducing international firm growth are generally categorized into a dichotomy of positive and negative factors that align with the determinants of general firm growth. In this latter instance the owner-manager adopts a passive and risk-adverse approach in the choice of the market and the type of market entry strategy adopted (Cremins, 2006, Pp 41). Additionally, a variety of micro and macro environmental factors contribute to a firm's decision to export. These include factors associated with the customer and competitive, social, cultural, economic and technological characteristics of the international business environment, and provide positive or negative determinants for SME internationalization (Coviello, and McAuley, 1999, pp 22).
Once the decision to export is made the owner-manager needs to evaluate the suitability of their product or service in its current form for acceptance in new international markets. The level of adaptability required and the availability of financial resources to support the modification of the product or service, and in functional areas such as international marketing, selling, production and distribution, will impact on the feasibility of the export activity. Concurrently, the owner-manager must assess their own commitment to international firm growth and the availability of the necessary knowledge and skills to do ...