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33 articles
Article 18 May 2023
Larry Dwyer
This article is part of the Special Issue Sustainable Tourism.
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 83–99
Volume 2 (2023), Issue 2, pp. 83–99
1950 Views653 Downloads5 Citations
Review 8 May 2023
Annette Toivonen
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 75–82
Volume 2 (2023), Issue 2, pp. 75–82
2407 Views1294 Downloads3 Citations
Article 2 May 2023
Floros Flouros
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 62–74
Volume 2 (2023), Issue 2, pp. 62–74
1657 Views537 Downloads
Article 13 April 2023
Thomas Krabokoukis
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 50–61
Volume 2 (2023), Issue 2, pp. 50–61
2133 Views577 Downloads5 Citations
Commentary 24 February 2023
Ada Rocha and Cláudia Viegas
Food service comprises the production of meals consumed outside the home, including consumers from all age groups and in different sectors, such as schools (from kindergarten to university), public and private companies, the health sector (from
Food service comprises the production of meals consumed outside the home, including consumers from all age groups and in different sectors, such as schools (from kindergarten to university), public and private companies, the health sector (from hospitals to elderly care institutions), military, sports facilities and restaurants (from fine dining to fast-food). Food service units (FSU) achieved importance and responsibility not only for feeding the population but also as an important setting for public health interventions, potentially educating consumers and modulating behaviours through the meals provided. In addition to its socioeconomic impact, the food service industry has a strong environmental impact. More sustainable food service starts with the basics: minimizing environmental impact by reducing carbon footprint. Food service industry is being encouraged to make choices that positively impact the environment. Nevertheless, most of the efforts and research made in the last years have been focused on evaluating and reducing food waste. This article focuses on strategies that could be implemented beyond food waste, and act on changing the food offer towards health and sustainability while promoting consumers’ behaviour change.
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Highlights of Sustainability
Volume 2 (2023), Issue 1, pp. 10–15
Volume 2 (2023), Issue 1, pp. 10–15
2058 Views677 Downloads
Short Note 10 February 2023
Simone Pettigrew and Leon Booth
Highlights of Sustainability
Volume 2 (2023), Issue 1, pp. 1–9
Volume 2 (2023), Issue 1, pp. 1–9
1738 Views567 Downloads1 Citations
Editorial 22 December 2022
Highlights of Sustainability Editorial Office
Highlights of Sustainability
Volume 1 (2022), Issue 4, pp. 253–254
Volume 1 (2022), Issue 4, pp. 253–254
1665 Views545 Downloads
Article 6 December 2022
Julia Hillmann, Anne Bergmann and Edeltraud Guenther
This paper investigates the time-dependent effects of building organizational resilience. So far, empirical research only finds evidence that organizational resilience provides benefits in the long term. For the short and medium term, the link remains unclear
This paper investigates the time-dependent effects of building organizational resilience. So far, empirical research only finds evidence that organizational resilience provides benefits in the long term. For the short and medium term, the link remains unclear. On the one hand, literature indicates that building organizational resilience is costly. On the other hand, actions to build organizational resilience are perceived by investors, which should provide immediate positive effects for companies. This study investigates these two assumptions in the climate change context. We apply multiple regression analysis to study the relationship between resilience capabilities and different measures of financial performance. For market value and financial volatility, our findings indicate that building organizational resilience provides immediate benefits. For the total stock return index, we find only benefits that materialize with a time lag. We find no evidence at all that building resilience capabilities is related to costs in terms of lower accounting-based financial performance. Overall findings indicate that building organizational resilience is advantageous as it prepares an organization to face the challenges of climate change and, at the same time, provides financial benefits.
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Highlights of Sustainability
Volume 1 (2022), Issue 4, pp. 233–252
Volume 1 (2022), Issue 4, pp. 233–252
2673 Views801 Downloads2 Citations
Article 21 October 2022
Elena Bulmer, Magali Riera Roca and Julio Blas
Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models
Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models to frameworks that are based on the management of people and society. This article researches the concept of sustainable leadership in the project management profession. It evaluates the level of sustainable leadership among project managers in Spain using the Avery and Bergsteiner’s (2011) model of bees and locusts as a reference framework (Bee and Locust Sustainable Leadership Model). A qualitative study was carried out based on the analysis of the responses given by sixty-eight project managers in Spain who answered a 52-point ques-tionnaire. The findings yielded interesting results. It was found that in projects considered as temporal organizations, companies tended to employ a mixture of bee and locust’s leadership elements. Respondents recognized the importance of employee training and development, and most considered that it was essential to consider the environment when determining the organization’s commercial objectives. However, based on this study’s findings, the project management profession still has a long way to go as regards the practical implementation of sustainable leadership.
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Highlights of Sustainability
Volume 1 (2022), Issue 4, pp. 224–232
Volume 1 (2022), Issue 4, pp. 224–232
2313 Views797 Downloads5 Citations
Review 8 August 2022
Ambe J. Njoh, Ijang B. Ngyah-Etchutambe, Fri C. Soh-Agwetang, Pascar T. Tah, Mah O. Tarke and Fotoh J. Asah
Highlights of Sustainability
Volume 1 (2022), Issue 3, pp. 159–170
Volume 1 (2022), Issue 3, pp. 159–170
2085 Views897 Downloads
