Fernando Martin Roxas and Andrea Santiago
Managing non-profit organizations, social enterprises, strategic management for small entities and tourism.
Abstract
Subject area
Managing non-profit organizations, social enterprises, strategic management for small entities and tourism.
Study level/applicability
Useful for graduate students enrolled in courses with development aspects. Undergraduate students learning about non-profit organizations can also benefit.
Case overview
This is a case of a small non-profit organization that is struggling to formalize its operating systems to generate sufficient surplus to plough funds back to the community that it envisioned to serve. The protagonist has to make a decision of whether to invest large sums in a health center for permanent visibility or to implement health services on a smaller scale given its current level of operations. Whether the protagonists’ operations are scaleable or not is also in question, as its main activity – slum tours – is not a widely accepted concept.
Expected learning outcomes
1. Students will understand the challenges of starting and growing non-profit organizations. 2. Students will recognize the need to make operations efficient and to establish control systems to manage enterprise resources. 3. Students will realize that decision-making requires the balancing of interests of multiple stakeholders. 4. Students will learn to analyze the options of financing social projects considering marketing, operations and financial data. 5. Students will gain better appreciation of the merits and demerits of slum tourism.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 11: Strategy.
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Daryl Ace V. Cornell, Ethelbert P. Dapiton and Liwliwa B. Lagman
Emerging from the COVID-19 pandemic, the Philippines has undergone the “new normal” transition, creating a strategic recovery effort to reinvigorate the industry. In tourism…
Abstract
Emerging from the COVID-19 pandemic, the Philippines has undergone the “new normal” transition, creating a strategic recovery effort to reinvigorate the industry. In tourism, these transitions aim to safeguard employees' and guests' health and safety, ensure continuity of business operations, boost tourism confidence leading to satisfaction, and establish a resilient and sustainable tourism industry in the postpandemic era. Hence, this chapter employs a system thinking leveraging a causal loop diagram (CLD) to construct a comprehensive roadmap for Philippine tourism's postpandemic resurgence through the system thinking lens. The CLD visually illustrates the inter-related factors influencing the recovery process, encompassing collaborative engagements, innovations, economic revitalization, and health and safety protocols. By analyzing the causal relationships among these variables, this chapter explicates the dynamic and interconnected nature of the postpandemic recovery leading to the recovery of the Philippine tourism industry, especially in the context of thinking small. Through this chapter, thinking small could involve a shift toward localized solutions and community-focused initiatives that allow them to foster local economies, build resilience, and create a more inclusive and sustainable postpandemic recovery.
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John Paolo R. Rivera and Warner M. Andrada
While government is known to provide political guidance and exercising its executive function, it is also has regulatory powers through laws it enacts. In fostering…
Abstract
While government is known to provide political guidance and exercising its executive function, it is also has regulatory powers through laws it enacts. In fostering sustainability, it is important to inquire how government's role can be innovated to facilitate sustainability, particularly in the travel and tourism industry. By reviewing tourism governance literature and mapping governance roles in the travel and tourism industry, this chapter creates a policy framework that underscores a new approach to tourism governance. We underscore that government's role must pivot toward being more developmental than regulatory so that it can effectively stimulate the market to sustainability by fostering value creation, supporting manpower capacitation, ensuring health and safety, and protecting the environment. This can be done if government will not fix the market and promote free market policymaking.
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Andrea Santiago, Fernando Martin Roxas, John Paolo Rivera and Eylla Laire Gutierrez
Family businesses (FB), mostly small-sized, dominate the tourism and hospitality industry (THI), especially in the rural areas. While many would have been used to the impact of…
Abstract
Purpose
Family businesses (FB), mostly small-sized, dominate the tourism and hospitality industry (THI), especially in the rural areas. While many would have been used to the impact of demand seasonality, it is unknown how these businesses would have survived through the restrictions imposed to contain the coronavirus disease 2019 (COVID-19) pandemic as compared to non-family business (NFB) counterparts. This study aims to determine if there were differences on how family and non-family enterprises in the THI coped with government restrictions.
Design/methodology/approach
By subjecting the survey data from tourism enterprises to non-parametric techniques, the authors establish empirical evidence on similarities and differences of coping strategies adopted by FBs and NFBs; their required support from government and their perceptions of a post-pandemic THI.
Findings
The analysis revealed that family-owned tourism and hospitality businesses in the Philippines tended to collaborate with other businesses to manage the impact of the pandemic restrictions. Since they hired more seasonal workers prior to the restrictions, they tended to avoid hiring workers during the restricted period. NFBs, on the other hand, that were generally larger in size and more professionally managed with more regular employees, tended to streamline operations for greater efficiency.
Research limitations/implications
The study relied on survey results distributed and collected online. There is an innate bias against those firms that did not have access to the survey links.
Practical implications
The comparative study suggests that interventions to assist firms in the THI should consider the differences in firm ownership as “one size does not fit all.”
Social implications
The study provides evidence about how environmental factors impact the operations of family firms. Thus, it provides valuable insights for both the academic community and industry practitioners.
Originality/value
This is the first study in the Philippines that was able to capture response of family and non-family firms in the THI during the COVID-19 lockdown.
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Celyrah B. Castillo and Marie Jel D. Bautista
In the realm of postpandemic perspectives, tourism was awakened to see that atop economic viability is resiliency. Shift in the demand to visit ecotourism destinations became a…
Abstract
In the realm of postpandemic perspectives, tourism was awakened to see that atop economic viability is resiliency. Shift in the demand to visit ecotourism destinations became a valuable opportunity to the local community to capitalize on natural resources as primary precursor for livelihood, substantiating their communal role as bailiffs in the conservation of protected landscapes and mitigators of the negative tourism implications. As tourism initiates in rethinking sustainability and inclusivity, the postpandemic paradigm in destination planning became anew. Aside from being an agritourism destination, Nueva Ecija has been promoted as an emerging ecotourism destination. Various literature has evaluated local ecotourism destinations in the Philippines, yet few literature examined the potential of Nueva Ecija. The emerging popularity of the province's ecotourism postpandemic beckons the inflow of tourists compelling for an in-place policy toward sustainability. The study aims to underscore the destination branding of Nueva Ecija as a tourist destination using a strategic framework derived from ecotourism concepts and best practices. Qualitative data from various tourism stakeholders were collected, and internal and external factors were analyzed. Results of the study may serve as a foundation toward a unified framework to assess and strengthen ecotourism destinations toward sustainability and tourism destination resiliency.
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Winston Conrad B. Padojinog, Viory Yvonne T. Janeo and Diana Rueda
The tourism industry's deep interindustry linkages makes it a significant engine of growth for an economy. When aligned with specific sustainability goals, it becomes an effective…
Abstract
The tourism industry's deep interindustry linkages makes it a significant engine of growth for an economy. When aligned with specific sustainability goals, it becomes an effective means of inclusive prosperity and environmental protection. Coming fresh from the lockdown, investors and stakeholders are more conscious of their investing and spending decisions preferring more and more businesses and industries with sustainable business practices (Leal Filho et al., 2022). Specifically, tourism's generation of business and customer values must also extend to generation of value to the environment, society, and even on governance (GIZ, 2020). This chapter, using a system's view approach, demonstrates how activities in the tourism value chain – besides being an engine of growth – can also be the vehicle to attaining environmental, social, and governance (ESG) aspirations.
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The COVID-19 pandemic resulted in significant declines in international tourist arrivals and receipts. It has also influenced destination preference, tourist demographic, travel…
Abstract
The COVID-19 pandemic resulted in significant declines in international tourist arrivals and receipts. It has also influenced destination preference, tourist demographic, travel motivation, and behavior. Recognizing health and safety as the new considerations in pursuing tourism activities in the better normal, this necessitated a reassessment of the current tourism industry by directing the attention from the usual destination-centric perspective to a value chain perspective. This chapter proposes a new paradigm for the better normal value chain by deconstructing the concepts of travel, tourism, and travel sectors and revisiting the concept of the tourism value chain (TVC) by mapping out the chain and its functional levels and integrating travel, tourism, and hospitality sectors in one value chain. Policymaking approaches such as reorganizing the value chain, empowering stakeholder involvement through coopetition, and resilience building in the face of possible adversities in the future should be adapted to achieve this suggested paradigm's goals. This analysis provides stakeholders with a broader understanding of the needed interventions in future-proofing the industry backed by industry trends in the better normal while fostering collaboration and offering flexibility to cope better in other possible shocks in the future.
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Luisito C. Abueg and Iris L. Acejo
As the Philippines enters into the era of the “next normal,” that is, from the pandemic era called the “new normal,” we look into how the Philippines' state of tourism and built…
Abstract
As the Philippines enters into the era of the “next normal,” that is, from the pandemic era called the “new normal,” we look into how the Philippines' state of tourism and built environment sectors. We also revisit its situation having the “longest lockdown in the world” and look into iterations of socioeconomic models, business platforms, and other elements that lead to the dream of a postpandemic sustainable tourism industry. In this inquiry, we highlight the importance of elements of the built environment, both at the macroeconomic level and at the micro units of business, civil society, and the tourism sector at large. While there has been a substantive discussion on the nexus of the tourism and built environment sectors, little has been devoted to the challenges these intertwined sectors faced during the COVID-19 pandemic. We suggest complementation of practices from the macroscale to the microlevel tourism and built environment sectors, and vice-versa, which will ensure the full complementation of the sectors. These proposals are in full contextualization of the objective toward the postpandemic continued recovery, growth, and sustainability, from the local, national, and the regional economy of Southeast Asia, and also to various parts of the world.