Conceptualizing of Place Attachment with CSR and Company's Growth: A Conceptual Model for Small-scale Tourism Companies

Abstract

Purpose: The purpose has multiple purposes. Hence, this study has been conducted not only to shed light on the factors associated with place attachment but also to make people understand the two-way association between firm performance and CSR activities of small-scale tourism companies.

Significance and Scope: This chapter is specifically written in association with the tourism industry to make readers understand the implication of place attachment with CSR activities. This chapter also has a role in theoretical optimization as it highlights possible two-way associations between firm performance and CSR.

Research Gap: The lack of studies associated with this point is the major cause of concern. Therefore, this study has been conducted specifically to understand the importance of place attachment for CSR activities of small-scale tourism companies. Moreover, almost all of the studies conducted in this vein highlighted only the reasons for place attachment and their association with the CSR of the small-scale tourism industry. None of the studies are inclined toward model extension and enhancement.

Data Collection: Data have been collected through published material to develop postulates and models authentically.

Findings: After the compilation of data, it has been presumed that place attachment is one of the important elements in CSR activities of small-scale tourism businesses. However, the model can be reassessed in two-way association as a decline in the company's performance may also cause a decline in CSR activities and also in place attachment.

Citation

Sultan, M.F., Tunio, M.N. and Shaikh, E. (2024), "Conceptualizing of Place Attachment with CSR and Company's Growth: A Conceptual Model for Small-scale Tourism Companies", Shaikh, E. and Singh, K. (Ed.) Corporate Social Responsibility, Corporate Governance and Business Ethics in Tourism Management: A Business Strategy for Sustainable Organizational Performance, Emerald Publishing Limited, Leeds, pp. 93-101. https://doi.org/10.1108/978-1-83608-704-520241007