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Faculty of Management Sciences

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Has files: YesSubject: search.filters.subject.Environmental sustainability

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    The nature of dive tourism in KwaZulu-Natal and its impact on environmental sustainability
    (2022-10) Naidu, Trimeira; Sucheran, Reshma
    Any form of diving if not properly managed can cause considerable damage to the marine ecosystem. Dive tourism aims to encourage conservation, generate revenue, and support the development of local neighbourhoods. Understanding its connections with ecological factors are vital in the perspective of sustainability. Dive sites are threatened by the impacts of diving, and constant research is necessary to evaluate diving impacts, diver behaviour and environmental awareness of such sites. The aim of this study is to delve into the profile of dive tourists in KwaZulu-Natal, and to examine the impacts of dive tourism on the sustainability of the environment. The human perception in understanding what types of strategies need implementation in dive management to ensure future sustainability is extremely vital. This study will therefore be highly valuable towards the improvement and reinforcement of dive rules and regulations and will advance the need for environmental education and awareness towards achieving sustainability among current and future divers. A mixed method approach will be used in the study, and the use of interviews and questionnaires will allow for quantitative and qualitative data to be collected. The target population for the study includes divers, dive instructors and dive site owners. The study found that most respondents said they were mindful of the negative environmental impacts of specific diving methods. Divers were also aware of the most common dive practices that help sustain the marine environment whilst diving. Recommendations were made in terms of the sustainability of the industry based on the responses from the data collected.
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    Corporate Social Responsibility (CSR) implementation in the KwaZulu-Natal hotels - barriers and drivers
    (2021-01) Maqalika, Lungile Rosemary; Sucheran, Reshma
    Hotels in the KwaZulu-Natal province in South Africa face vast barriers and drivers for Corporate Social Responsibility implementation. The study investigated the nature and extent of Corporate Social Responsibility implementation in the KwaZulu-Natal hotel sector. Challenges and benefits associated with Corporate Social Responsibility implementation in the sector were identified as well as how hotels report the Corporate Social Responsibility practices. The quantitative approach was adopted using self- administered questionnaires to collect primary data via electronic mail. The population comprised of 114 star graded hotels in KwaZulu-Natal, a total of 74 (65%) responses were obtained. The key findings in the study indicated that the hotel’s Corporate Social Responsibility practices focused on social, environmental, and economic pillars with specific activities related to each pillar. The major barriers to Corporate Social Responsibility implementation cost, knowledge and expertise, lack of training and opportunities, time, and thecomplexity of Corporate Social Responsibility, were identified as well as the drivers; profitability, positive business reputation, costs saving, improved branding, and improved public image. Hotels used websites, annual reports, and word of mouth to report their Corporate Social Responsibility practices.
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    A 21st century framework for quality management
    (Academic Journals, 2012-02-07) Moonsamy, Gonasagren Vimlan; Singh, Shalini
    Emerging trends such as globalisation, customer power and sophistication, social responsibility and environmental sustainability consciousness are creating new business challenges and market demands for organisations. In order for the business world to realise growth and sustainable success in this environment, many organisations changed the strategy they followed in the last three decades. The new strategies moved from being predominately product-focused, using process management and cost reduction, which used to be core functions to quality management, to more risk mitigation, revenue generation and reputational focused drivers. Hence, in the last twenty years the world of business has changed significantly, whereas the field of quality has not correspondingly changed in thinking or form. The aim of this paper is to demonstrate the supposition that quality has become out-dated over the last two decades. This paper will focus on the change that quality management as a discipline should undertake by proposing a quality stewardship and leadership (QSAL) framework for managing quality, under a new definition, namely, quality stewardship, into the future. In addition, this study will also include an empirical study which was undertaken to evaluate the support for the proposed framework.