Research Metohd proposal

As more countries around the world become globalized, offering tourism packages to multitudes of diverse foreign visitors, competition continues to become intense requiring a new focus in order to sustain competitive edge and build growth strategically. However, outside of these generic business principles is a new type of focus as a method of building a more solid brand: corporate social responsibility (CSR). CSR involves the activities of senior managers and the entire organisational staff to improve relationships with the domestic community and even international customers and citizens by promoting concepts of trustworthiness, ethical programming and diversity (as several examples). Corporate social responsibility includes multiple dimensions of moral principles that must be promoted so that diverse customers recognise that the hospitality business is accountable for their actions and makes sensible business decisions. The impact of CSR includes higher stakeholder and shareholder support if they are coordinated and implemented according to social needs. CSR has become more of a strategic function in order to bring the hospitality business better publicity and improve the quality of life of customers and general society. Literature review A firm’s corporate image and reputation is an important strategic asset and marketing tool that can lead to a competitive advantage (Gray Balmer, 1998, p.695). This is one of the main elements that drive new focus on CSR, so that the business maintains a quality brand identity among customer groups, shareholder groups, and the general public population. Even though the end result of most CSR efforts lead to sustainable improvements in society, the impact on business can be maintaining an edge over competition that does not necessarily focus on corporate social responsibility as a strategic foundation. Business operations are undeniably linked with trust-building in the local community population where the operation is based (wcdr.gfdr.org, 2007, p.4). This is highly important in hotel organisations as they cater to the local community with their service offerings as well as international clients hailing from diverse cultural backgrounds. Therefore, the literature proposes that there must be a localized effort in CSR in order to build this needed trust for brand reputation purposes and to sustain a competitive edge. There are many avenues of building this trust such as through marketing, sustainability programmes, or even volunteerism in a variety of community-based programmes. According to Kline Dai (2005) businesses that include CSR initiatives in their strategic objectives have been known to witness improved share prices, build better national image and increase employee productivity. Why is this? Human beings are essential to service production. They are sensitive and reflect upon their experiences, responding to inner feelings and individual interpretations (Sandoff, 2005, p.530). In the hotel environment, employees are the initial and ongoing point of contact for diverse customers, sometimes hailing from around the world, and therefore become a resource for information and support throughout the service experience. The hotel relies on their professionalism, loyalty and strong focus toward meeting customer needs in order to sustain a better