Paper is suggesting the methodology for measuring the abilities of the tourism stakeholders, to adjust to the global changes. The paper makes a significant step in holistic and dynamic understanding of tourism destination competitiveness. Authors define 81 indicators of change that have an important impact on tourism development. Indicators are divided in 6 groups: sustainable development, marketing, crisis management, climate change, innovations, product development and education. Data are analysed using the IPA framework. Results showed that Slovenian tourism stakeholders are relatively well responding on the global changes in the fields of sustainable tourism development, marketing, innovations and product development, while they are passive in their reactions towards the questions tackling the issues of climate change. Tourism stakeholders in Slovenia are not responding on the questions of education and crisis management in tourism. Suggested methodological framework can be used on the cases of other countries and is good methodological tool for comparative studies.
The comparative analysis of firms’ responses to capital and labor market frictions was conducted based on a comprehensive firm-level database from 17 countries classified into three groups: Western Balkans, Mediterranean countries and core European countries. The firm distribution of investments as well as functioning and the size of the financial accelerator and the extent, to which it affects aggregate growth, generate country specific effects on the debt process, which were higher in the Mediterranean and Western Balkan countries, especially Slovenia, Montenegro and Croatia. The total financial accelerator might be bigger in the case of core investments than financial investments because of, on average, the stronger and more uniformly distributed dynamics of the core investments. Also labour market adjustments differed, primarily in the short and long-term elasticities with respect to total revenues and labor costs. The labor elasticities with respect to total revenues are usually bigger in boom period than in boost period, which indicates that it is easier for companies to adjust their number of employees when revenues are increasing than when they are decreasing. On the contrary, the labor elasticities with respect to labor costs are not significantly different in the boom and bust period. In addition, the analysis found that due to different institutional labor market characteristics. In Slovenia the burden of adjustment was carried through the huge pool of temporary employees. The analysis shows that European countries have opened up at least one new area: now there are significant differences between temporary and permanent contracts and this labor market duality has been increasingly pressuring the social and economic sustainability of this model.
In this paper we propose and implement an integral approach to corporate environmentalism. Our integral model accounts not only for corporate environmentalism motivation and conception but also for corporate environmentalism mode and speed of implementation. A broad range of identified corporate environmentalism dimensions helps characterize five basic groups of companies we propose to name “non-compliers,” “legalistic incrementalists,” “greenwashers,” “incremental innovators,” and “radical innovators.” We then seek to empirically verify the soundness of the proposed integral typology by surveying a large sample of Slovenian manufacturing companies.
In Slovenia there is evidence of an overlapping of various sectors’ requirements concerning the refurbishment of existing multifamily residential buildings. This clearly calls for a more integral approach for improving energy efficiency in the existing non-profit rental housing stock. Although the national targets are ambitiously set in line with EU requirements, the actual realisation of written documents, synchronisation of instruments with the institutional setting as well as a strong commitment to the governance aspects and end-user behaviour are needed. The case of No. 8 Steletova Street clearly shows that a transactional approach to energy efficiency focused predominantly on technical solutions cannot bring refurbishment results in line with the potential, unless also the governance in energy use is adequately improved.
This paper explores and develops a hotel sustainability business model (HSBM). Existing sustainability and triple bottom line models, were extended to include customer satisfaction, environmental education and power to implement changes. Financial, marketing and tourism sustainability experts investigated best practices in sustainability measurements and gathered appropriate sustainability performance indicators.