Implementation of a sustainable business cycle: the case of a tourism project in Puerto Rico

Abstract

Purpose

The purpose of this paper is to describe an enterprise venture focused on responsible tourism and its social responsibility using the “cycle of sustainable business” concept.

Design/methodology/approach

The study is based on a case study of a tourism business' project in development, tourism and sports in the town of Río Grande, Puerto Rico. Data were collected from unstructured interviews with the vice president of the company and the available documentation.

Findings

This sustainable business cycle can be divided into eight stages: compost treatment system, mangrove conservation, tree planting, plant sewage treatment, energy conservation, construction, hotel and consumers. All of these stages are important for the performance of the cycle.

Research limitations/implications

The results indicate the importance of developing a responsible tourism industry that respects the natural environment, culture and socioeconomic surroundings.

Practical implications

The case illustrates the advantages enjoyed by a business that executes a cycle of sustainable business in a highly competitive market that is dominated by shareholders and developers of high value/capability.

Social implications

Changing consumer behaviour and values that define a community may rely largely on political interventions that promote responsible tourism by implementing sustainable business cycles.

Originality/value

This article seeks to present a detailed case study of a sustainable tourism business. It highlights the areas in which this resort efficiently carries out sustainability. It also illustrates the challenge of creating consumer awareness of added value. In doing so, it demonstrates the concerns faced by tourism developers regarding sustainable development.

Citation

de los M. Santos‐Corrada, M. and Figueroa, E. (2012), "Implementation of a sustainable business cycle: the case of a tourism project in Puerto Rico", European Business Review, Vol. 24 No. 6, pp. 532-542. https://doi.org/10.1108/09555341211270546