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15 articles
Article 17 June 2023
Wan-Ju Chen, Rong-Ho Lin and Chun-Ling Chuang
This article is part of the Special Issue Capturing the Sustainable Impact of Early-Stage Business Models.
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 110–137
Volume 2 (2023), Issue 2, pp. 110–137
2361 Views605 Downloads1 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
2060 Views690 Downloads
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
2877 Views858 Downloads1 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
2890 Views1020 Downloads6 Citations
Article 28 March 2022
Reza Heydari, Mohammad Keshtidar, Haywantee Ramkissoon, Mahdi Esfahani and Ehsan Asadollahi
Highlights of Sustainability
Volume 1 (2022), Issue 2, pp. 41–53
Volume 1 (2022), Issue 2, pp. 41–53
3306 Views1177 Downloads3 Citations
Article 28 March 2022
Reza Heydari, Mohammad Keshtidar, Haywantee Ramkissoon, Mahdi Esfahani and Ehsan Asadollahi
The aim of this study is to identify the adoption of entrepreneurial behaviours in sports tourism in developing countries. This research is a qualitative study. The systematic method of Strauss and Corbin has been used to
The aim of this study is to identify the adoption of entrepreneurial behaviours in sports tourism in developing countries. This research is a qualitative study. The systematic method of Strauss and Corbin has been used to analyse the data. Based on the results of in-depth interviews with stakeholders (n = 25), 75 indicators of sports tourism entrepreneurship were identified. Our research findings show that the necessary institutional arrangements in regulatory/legal/administrative dimensions (rule of law, government policies), normative/cultural (social norms, values, and beliefs), cognitive/educational (promotion of elite knowledge, promotion of social knowledge) and guidance measures/supporter (public sector support, private sector support, complementary attraction and information technology) have potential to improve the rate of entrepreneurial behaviours by increasing the ability and willingness of entrepreneurs to take advantage of entrepreneurial opportunities in the field of sports tourism. Our findings suggest that co-actors need to engage in a multi-stakeholder engagement approach to promote the tourism sports industry in developing countries. The existence of a legal, normative, supportive and educational environment may influence the ability and desire of market participants to identify and embrace entrepreneurial opportunities in the sports tourism sector.
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Highlights of Sustainability
Volume 1 (2022), Issue 2, pp. 41–53
Volume 1 (2022), Issue 2, pp. 41–53
3306 Views1177 Downloads3 Citations
