UWA Economic Impact of Mental Health Disorders in Europe Literature Review
Description
Possible Topic: How does the mental health problems in Europe affect the economy over the last decade1.) Make a good research title out of it maybe somewhere in between this (Economic Impact of Mental Health in Europe Over the Last Decade)2.) Come up with 2-3 research question about the topic (for example ask about the gdp or economic policies, any economics topics in relation to the topic)3.) After making 2-3 research questions, you need to do Literature Review based on the research questions.APA citation – in text citation and reference should be observed! No plagiarismAt least 10 academic peer reviewed journal (not on google scholar please). The original definition of each topic should be referenced from the original author.I attached an example of a literature review please refer to it (no need to write for an introduction).
1 attachmentsSlide 1 of 1attachment_1attachment_1.slider-slide > img { width: 100%; display: block; }
.slider-slide > img:focus { margin: auto; }
Unformatted Attachment Preview
Example of Introduction and Literature Review.
Sustainability Readiness and IoT Readiness in Hotels
1. Introduction
A growing hotel sector produces a high contribution to the different regions economies, however,
it also makes a significant environmental footprint. Enhancing sustainability through energy
savings is becoming a priority for many hotels. The new technology, Internet-of-Things (IoT)
offers the opportunity to integrate different systems on a platform, allowing hotel guests to
maximize their comfort by customizing and personalizing their hotel stay, e.g. on room
temperature, lights, window shading and television offerings through operating a single device,
e.g. their cell phone. Combining sustainability and IoT has the potential of enhancing customer
comfort while optimizing hotel operations and reducing the environmental footprint.
Both sustainability efforts and the application of IoT technology are on the top agenda within many
parts of the tourism industry, potentially even becoming an industry standard. However, at the
same time it can be observed that not all hotels choose to move in these directions and planning
for necessary investments to sustain and extent the hotels sustainability efforts and IoT technology
offerings.
The purpose of this paper is to offer a conceptual framework that classifies strategic positions in
terms of hotel managements readiness for investments in sustainability efforts and IoT
technology; identifies drivers for the managements level of investment readiness; and points to
potential development paths if hotel management desires high sustainability readiness and/or high
IoT readiness.
The above leads to the following research questions:
1
RQ 1: How can hotel managements readiness for continuous investments in sustainability efforts
and IoT technology be classified?
RQ 2: What are the drivers behind the hotel managements level of sustainability readiness and
IoT readiness?
RQ 3: Which development paths can be taken if management desires high sustainability readiness
and/or high IoT readiness?
The paper is organized the following way: In the next section, the findings from a literature review
are offered. Afterwards, the research design underlying the paper if presented. This is followed by
a section on findings and discussion. The paper is finalized with a conclusion that gives the answers
to the research questions.
2. Literature Review
2.1. Sustainability and the Hotel Industry
The concept sustainability was originally defined as [the] development that meets the needs of
the present without compromising the ability of future generations to meet their own needs
(WCED, 1989, p. ??). Since then, other definitions arose to help researchers and mainly
practitioners to find a practical manner to apply sustainability management in society and business
environments. The triple bottom line (Elkington, 1998) identifies three aspects of sustainability
management: a company needs to implement policies and take actions related to the traditional
economic aspect, but also with the social and environmental ones (i.e. profit, people, planet).
BlackRock, the worlds largest investment firm (managing close to $7 trillion in assets), has placed
sustainability at the centre of its future investment strategy. This can be evidenced by the fact that
the annual letter of 2019 to chief executives signed by CEO, Larry Finks, declared that BlackRock
2
will immediately stop investing in companies that present a high sustainability-related risk (CNBC,
2020).
Sustainable tourism development guidelines and management practices are applicable to all forms
of tourism in all types of destinations. They refer to the abovementioned triple bottom line, with
the aim of making an optimal use of the environmental resources, respecting socio-cultural aspects
of host communities, as well as providing socio-economic benefits to all the stakeholders, e.g.
investors, customers, employees, governments and administration, communities, suppliers and
non-profit organisations (UNEP & UNWTO, 2005). FITUR 2020, a worldwide reference event
and meeting point for the Tourism professionals, identify sustainability and technology as key
challenges for the tourism industry (Hosteltur, 2020).
Many hotel companies, as other businesses, are engaging in sustainable strategies to respond to
the stakeholders concerns about environmental and social aspects, and consequently, aiming to
obtain a differential competitive advantage (Balaji, 2009; Molina-Azorin et al., 2015). Sustainable
practices in hotel industry concern the three mentioned aspects (Balaji, 2009; Molina-Azorin et
al., 2015): Within the environmental aspect, initiatives refer e.g. to the optimization of water or
energy consumption, reduce emissions and residues (waste and disposal of materials and
equipment) and other types of pollution. Within the social aspect, initiatives refer to the
management or interaction with e.g. employees, suppliers, customers and the local community.
The economic aspect refers to ensuring viable and long-term economic operations, relevant for all
stakeholders, incl. owners, employees and investors.
Achieving sustainable tourism is a continuous process and it requires constant monitoring of
impacts, introducing the necessary preventive and/or corrective measures whenever necessary
(UNEP & UNWTO, 2005, p. 11-12). Sustainable tourism development requires participation,
3
communication and collaboration of all relevant stakeholders and actors in the local environment,
as well as strong political leadership (UNEP & UNWTO, 2005; Buffa et al., 2018).
The integration of internal stakeholders, as the managers and employees, could be achieved
through educational efforts to enhance sustainability awareness and training programs to acquire
a specific knowledge (Chan et al., 2010; Eskerod et al., 2018). An important aim of Sustainable
tourism is to raise tourists awareness about sustainability issues as well as promote sustainable
tourism practices amongst them will ensure a meaningful experience for them in order to maintain
a high level of guest satisfaction (UNEP & UNWTO, 2005).
Different hotel classifications have been carried out depending on the proactivity in adopting
environmental management practices:
?
Molina-Azorín et al. (2009) identify three hotel clusters (proactive, reactive, basic). The
cluster analysis showed that hotels showing a stronger commitment to environmental
practices reach higher performance levels.
?
Buffa et al. (2018) identify three hotel clusters (proactive, reactive, not-ecofriendly). The
cluster analysis showed that hotels showing a stronger commitment to environmental
practices present a higher inclination to collaborate both with destination management
organisations and with local hotels.
?
Morales-Contreras et al. (2019) identify three hotel clusters (advanced, elementary,
passive) based on the adoption of sustainable practices within their supply chain. The
authors conclude that the main drivers for an effective implementation (first internally
within the hotel chain, then externally towards their suppliers) are (i) the final customers
(guests requiring hotels to comply with sustainability practices), (ii) pressure from
4
governments and administration, (iii) hotel management commitment, and (iv) the market
conditions and conflicts in customer/supplier interests.
Some authors agree that sustainable practices may favour hotel guest responses, improving loyalty,
competitiveness and profitability for the hotel (Iraldo et al., 2017; Martinez Garcia de Leaniz et
al., 2018; Merli et al., 2019). When discussing about customer awareness on sustainability,
different scenarios are presented. Rodriguez-Anton et al. (2012) considered that leisure customers
or tourists were more concerned about environmental management than business customers, while
Teng et al. (2018) found that business customers might have more specific knowledge and more
interests in finding sustainable hotels. Furthermore, guests staying at four-and five-star hotels seem
to be more willing to pay higher prices for hotels sustainable practices than economy hotel guests
(Kang et al., 2012; Chen, 2019; Eskerod et al., 2019).
Even though Buffa et al. (2018) claim both environmental management certificates and/or
environmental labels and quality management have limited reach, other researchers consider that
these labels / certificates (e.g., the GreenKey or EU Ecolabel) may also improve hotel reputation,
image and relationships with stakeholders, as customers, suppliers (Aboelmaged, 2018), but also
with society and general public (Eskerod et al., 2018; Barbulescu et al., 2019).
Management from hotel chains are more concerned and inclined to engage in environmental
management practices than non-chain (independent) hotels managers, who do not consider them a
high priority (Chen, 2019). But the author states that these independent hotels might be under
future pressure if some of their business customers or tour operators require the implementation of
sustainability programs in the form of eco-labels. Furthermore, Chen (2019) demonstrate that
engaging in environmental management practices could help hotel chains to enjoy higher
productivity and branding value.
5
2.2. Internet of Things and the Hotel Industry
The term Internet of Things (IoT) was used for the first time by Kevin Ashton in 1999, when he
was working in supply chain optimization at Procter&Gamble (reference?). IoT is a global
concept, with different meanings at different levels. The International Telecommunication Union
defines IoT as a global infrastructure for the information society enabling advanced services by
interconnecting (physical and virtual) things based on existing and evolving interoperable
information and communication technologies (ITU, 2013, p. ??). Vermesan and Bacquet (2018)
cite ITU to propose a more specific definition of IoT as a dynamic global network infrastructure
with self-configuring capabilities based on standard and interoperable communication protocols
where physical and virtual Things have identities, physical attributes, and virtual personalities
and use intelligent interfaces, and are seamlessly integrated into the information network (p. 23).
.
6
References
Aboelmaged, M. (2018). Direct and indirect effects of eco-innovation, environmental orientation
and supplier collaboration on hotel performance: An empirical study. Journal of Cleaner
Production, 184, 537-549.
Balaji, M. S., Jiang, Y., & Jha, S. (2019). Green hotel adoption: A personal choice or social
pressure? International Journal of Contemporary Hospitality Management, 31, 3287-3305.
Barbulescu. A., Moraru, A. D., & Duhnea. C. (2019). Ecolabelling in the Romanian Seaside Hotel
Industry – Marketing Considerations, Financial Constraints, Perspectives. Sustainability, 11(1),
265.
Buffa, F., Franch, M., Martini, U., & Tamanini, A. (2018). Hotel Profiles Based on Environmental
Management Practices: Evidence from a Study at an Alpine Destination. Sustainability, 10, 4531.
Chan, E. S., & Hawkins, R. (2010). Attitude towards EMSs in an international hotel: An
exploratory case study. International Journal of Hospitality Management, 29(4), 641-651.
Chen, L. F. (2019). Hotel chain affiliation as an environmental performance strategy for luxury
hotels. International Journal of Hospitality Management, 77, 1-6.
CNBC (2020). Alicia Adamczyk. BlackRock CEO says sustainability is the top issue for
investors – heres what that means for your money. Published Tue, Jan 14 202012:58 PM EST
https://www.cnbc.com/2020/01/14/blackrocks-larry-fink-says-sustainability-is-the-top-investorissue.html.
Elkington, J. (1998). Cannibals with Forks: The Triple Bottom Line of the 21st Century. New
Society: Stoney Creek, CT, USA.
Eskerod, P., & ?uri?, J. (2018). Motivations for and Comparisons of Green Certificates within the
Hotel Industry. Universal Journal of Management, 6(6), 179-189.
Eskerod, P., Hollensen, S., Morales-Contreras, M. F., & Arteaga-Ortiz, J. (2019). Drivers for
Pursuing Sustainability through IoT Technology within High-End Hotels – An Exploratory Study.
Sustainability, 11, 5372.
Hosteltur (2020). Turismo sostenible y transformación digital en FITUR 2020, published on
23/01/2020
https://www.hosteltur.com/comunidad/nota/021264_turismo-sostenible-ytransformacion-digital-en-fitur-2020.html (accessed on 26/01/2020) (In Spanish)
Iraldo, F., Testa, F., Lanzini, P., & Battaglia, M. (2017). Greening competitiveness for hotels and
restaurants. Journal of Small Business and Enterprise Development, 24, 607-628.
Kang, K. H., Stein, L., Heo, C. Y., & Lee, S. (2012). Consumers willingness to pay for green
initiatives of the hotel industry. International Journal of Hospitality Management, 31(2), 564-572.
Martinez Garcia de Leaniz, P., Herrero Crespo, A., & Gómez López, R. (2018). Customer
responses to environmentally certified hotels: The moderating effect of environmental
consciousness on the formation of behavioral intentions. Journal of Sustainable Tourism, 26(7),
1160-1177.
7
Merli, R., Preziosi, M., Acampora, A., & Ali, F. (2019). Why should hotels go green? Insights
from guests experience in green hotels. International Journal of Hospitality Management, 81, 169179.
Molina-Azorín, J. F., Claver-Cortés, E., Pereira-Moliner, J., & Tarí, J. J. (2009). Environmental
practices and firm performance: an empirical analysis in the Spanish hotel industry. Journal of
Cleaner Production, 17(5), 516-524.
Molina-Azorín, J. F., Tarí, J. J., Pereira-Moliner, J., Lopez-Gamero, M. D., & Pertusa-Ortega, E.
M. (2015). The effects of quality and environmental management on competitive advantage: A
mixed methods study in the hotel industry. Tourism Management, 50, 41-54.
Morales-Contreras, M. F., Bilbao-Calabuig, P., Meneses-Falcón, C., & Labajo-González, V.
(2019). Evaluating Sustainable Purchasing Processes in the Hotel Industry. Sustainability, 11(16),
4262.
Rodríguez-Antón, J. M., del Mar Alonso-Almeida, M., Celemín, M. S., & Rubio, L. (2012). Use
of different sustainability management systems in the hospitality industry. The case of Spanish
hotels. Journal of Cleaner Production, 22(1), 76-84.
Teng, C. C., Lu, A. C. C., & Huang, T. T. (2018). Drivers of consumers behavioral intention
toward green hotels. International Journal of Contemporary Hospitality Management, 30, 11341151.
UNEP (United Nations Environment Program) and UNWTO (United Nations World Tourism
Organization) (2005). Making Tourism More Sustainable – A Guide for Policy Makers, online
version, https://www.e-unwto.org/doi/pdf/10.18111/9789284408214, (accessed on 26/01/2020).
Vermesan, O., & Bacquet, J. (2018). Next Generation. Internet of Things. Distributed Intelligence
at the edge and human machine to machine cooperation. River Publishers: Gistrup, Denmark.
WCED (1987). Our Common Future, World Commission on Environment and Development;
Oxford University Press: Oxford, UK.
8
Purchase answer to see full
attachment
Explanation & Answer:
2 pages
Tags:
mental health disorders
COVID 19
gross domestic product
economic welfare
anxiety disorder
European countries
User generated content is uploaded by users for the purposes of learning and should be used following Studypool’s honor code & terms of service.
