356
A. Oxenswärdh
ing both the guest and the host active makers in creating potentially more sustainable
tourist experiences and strategies.
Many of the BnB hosts who participated in the study can be defined as part-time
life-stylers, that is, small entrepreneurs who often have a clear orientation towards
non-economic motives. Results show that knowledge acquisition on issues of sustainability among these lifestyle entrepreneurs, interviewed in this study, is a work in
progress. Although informants are well aware of issues of sustainability and many of
them are already implementing sustainable solutions in their facilities, their efforts
seem to be often hampered by high investment costs and sluggish bureaucracy at
regional level. They also express their willingness to gain more knowledge of sustainable solutions by joining a network where they can meet other entrepreneurs for
the exchange of knowledge, but also meet sustainability experts such as academics.
The co-creating processes with the guests give the hosts an opportunity to knowledge sharing about sustainability issues. The discussions on sustainability issues
with the guests can, at best, make the hosts to ambassadors of sustainable solutions
in accommodation business, helping to make tourism more sustainable. In this study
only three of ten BnB establishments are under formal municipal control. Small-scale
rental of rooms is not regulated by local authorities in Sweden other than income
from the renting of rooms which is taxable (for 4 rooms or less, see Verksamt (2018)
for current renting regulations in Sweden). However, the informal sector of housing
recruitment is growing, which means that a large proportion of providers are outside municipal supervision but also support. The study shows that there is a genuine
willingness among BnB organizers to offer sustainable accommodations within the
BnB industry. Nevertheless, the research also shows that they need support both in
terms of knowledge and opportunities.
One way to support BnB providers could be that of creating a network where both
hosts and local tourist organizers can meet for knowledge sharing. This network could
also include local authorities and researchers in tourism and sustainability issues.
What comes to the hotels in this study, it shows that the external factors are
influencing not only the structure of these organizations but also leadership, culture
and number of personnel. The question here is to be put: are these external factors
really hindering them in implementing sustainability issues internally or is there
something else that stands in their way?
In order to be able to co-create values of sustainability, with both staff members and
customers, managers seem to need awareness and understanding of responsibilities as
well as skills of dialogue. Furthermore, their need to balance between the four pillars
of sustainability in their actions or work towards sustainability. Difference between
hotel managers and BnB providers is, of course, substantial, due to organizational
reasons. BnB providers do not always have personnel or they are only few. In addition,
they are themselves leaders of their business and do not have to consider profit aspects,
although the economic conditions are important also for them. They are accountable
only for themselves.
Beyond organizational structure, the ability to adapt to change is a strong predictor
of accommodations’ adoption of sustainable innovations (DeCanio et al. 2000; Higa
et al. 1997). Research has revealed a number of environmental factors that can block
A. Oxenswärdh
ing both the guest and the host active makers in creating potentially more sustainable
tourist experiences and strategies.
Many of the BnB hosts who participated in the study can be defined as part-time
life-stylers, that is, small entrepreneurs who often have a clear orientation towards
non-economic motives. Results show that knowledge acquisition on issues of sustainability among these lifestyle entrepreneurs, interviewed in this study, is a work in
progress. Although informants are well aware of issues of sustainability and many of
them are already implementing sustainable solutions in their facilities, their efforts
seem to be often hampered by high investment costs and sluggish bureaucracy at
regional level. They also express their willingness to gain more knowledge of sustainable solutions by joining a network where they can meet other entrepreneurs for
the exchange of knowledge, but also meet sustainability experts such as academics.
The co-creating processes with the guests give the hosts an opportunity to knowledge sharing about sustainability issues. The discussions on sustainability issues
with the guests can, at best, make the hosts to ambassadors of sustainable solutions
in accommodation business, helping to make tourism more sustainable. In this study
only three of ten BnB establishments are under formal municipal control. Small-scale
rental of rooms is not regulated by local authorities in Sweden other than income
from the renting of rooms which is taxable (for 4 rooms or less, see Verksamt (2018)
for current renting regulations in Sweden). However, the informal sector of housing
recruitment is growing, which means that a large proportion of providers are outside municipal supervision but also support. The study shows that there is a genuine
willingness among BnB organizers to offer sustainable accommodations within the
BnB industry. Nevertheless, the research also shows that they need support both in
terms of knowledge and opportunities.
One way to support BnB providers could be that of creating a network where both
hosts and local tourist organizers can meet for knowledge sharing. This network could
also include local authorities and researchers in tourism and sustainability issues.
What comes to the hotels in this study, it shows that the external factors are
influencing not only the structure of these organizations but also leadership, culture
and number of personnel. The question here is to be put: are these external factors
really hindering them in implementing sustainability issues internally or is there
something else that stands in their way?
In order to be able to co-create values of sustainability, with both staff members and
customers, managers seem to need awareness and understanding of responsibilities as
well as skills of dialogue. Furthermore, their need to balance between the four pillars
of sustainability in their actions or work towards sustainability. Difference between
hotel managers and BnB providers is, of course, substantial, due to organizational
reasons. BnB providers do not always have personnel or they are only few. In addition,
they are themselves leaders of their business and do not have to consider profit aspects,
although the economic conditions are important also for them. They are accountable
only for themselves.
Beyond organizational structure, the ability to adapt to change is a strong predictor
of accommodations’ adoption of sustainable innovations (DeCanio et al. 2000; Higa
et al. 1997). Research has revealed a number of environmental factors that can block