ReviewArticle
SustainableInnovation:ConceptsandChallenges
forTourismOrganizations
MercedesHernándezEsquivel
UniversidadAutónomadelEstadodeMéxico,Mexico
mhernandeze017@alumno.uaemex.mx
ElvaEstherVargasMartínez
UniversidadAutónomadelEstadodeMéxico,Mexico
eevargasm@uaemex.mx
AlejandroDelgadoCruz
UniversidadAutónomadelEstadodeMéxico,Mexico
adelgadoc@uaemex.mx
JuanManuelMontesHincapié
UniversidaddeMedellin,Colombia
jmontes@udem.edu.co
Tourism companies are looking for new management strategies for helping to pre-
serve their environment and generate positive effects in their social space. Sustain-
ableinnovation(si)isthepossibilitythatorganizationsmustintroducechanges,not
onlyinproductsorservicesbutalsointheirbusinessmodel,toachieveabalancebe-
tweeneconomic,social, andenvironmentalfactors.The purpose ofthisarticleisto
recognizethenatureandscopeoftheexistingliteratureinordertodiscoverpatterns
ofinterpretationandlinesofresearch,aswellastocreateasolidstartingpointforthe
academic and working community. We decided on a qualitative systematic review
ofarticlesidentifiedinascientificjournalspecializingintourism,sustainability,and
business management,using the classification contained in the Web of Science and
Scopusdatabases.Wefiltereddocumentsbasedonthecriteriaofrelevance,consid-
ering the years from 2010 to 2020. This research includes five categories: business
models oriented towards sustainable innovation, sustainable innovation: radical or
incremental, dynamic capacities for sustainable innovation, role of stakeholders in
sustainableinnovation,anddriversofsustainableinnovation.
Keywords: sustainableinnovation,tourismorganizations,sustainablebusiness
model
https://doi.org/10.26493/2335-4194.14.175-187
Introduction
The crisis facing tourism due to the covid-19 pan-
demicinvitesustoreflectonhowthisactivityhasbeen
conducted(oecd,2020b).Tourismhaslongbeenrel-
evantforcountriesduetoitsmaineconomicbenefits;
however, it should be recognized that it has generated
negativeimpactsinsocialandenvironmentalsystems.
A more humane approach is required that pursues
economic growth as well as human development and
environmental conservation (United Nations, 2015).
Academica Turistica, Year 14,No. 2,December 2021 |175

Mercedes Hernández Esquivelet al. Sustainable Innovation
In this sense, it is necessary that organizations, as an
important element of the tourism system, also con-
tribute to the challenge of these changes by seeking
new forms of management that will allow them to re-
mainin themarket(oecd, 2020a).
Sustainable innovation (si) is a recent academic
topic still under construction, encompassing several
meanings and conceptual approaches. There is still
scarce literature regarding the relationship with tour-
ism companies. Therefore, the main purpose of this
article is to recognize the nature and scope of the ex-
isting literature to discover patterns of interpretation
and lines of research, as well as to create a solid start-
ing point for the academic and working community.
We searched for a systematic review process in the
databasesWebofScienceandScopus,identifyingthat
thestudiesaregroupedintosixcategoriesthatexplain
si fromdifferentperspectives.
Most of the studies are in one of the two variables
thatmakeupthebinomial,eitherininnovationorsus-
tainability,andthosethatmanagetointegratethemare
orientedtowardsthe environmentalsphereof the lat-
ter.Likewise,thecontextofthestudyismainlyapplied
to lodging companies, with other types of organiza-
tions yet to be included. This way, our research con-
tributestoagreaterunderstandingofthesubject,res-
cuing future lines of researchto strengthenthe devel-
opment of the tourism sector.
The paper consists of a theoretical section that
explainstheobjectofstudy .Thisisfollowedbythe
methodology that describes the process. Next, the re-
sultsareshownaccordingtoeachcategory.Finally,the
conclusionsandfuturelinesofresearcharepresented.
SustainableInnovation:TheoreticalBackground
Schumpeter(1934)isrecognizedasthemainresearch-
er who consolidated the study of innovation by mov-
ing away from the classical paradigm and introduc-
ingadynamicanalysiscomingfromindustrialchange,
whichhecalled‘ circularflow . ’T oSchumpeter ,eco-
nomic growth becomes a process of evolution, which
doesnotcomefromtheeffectofexternalfactorssuch
as politics or the consumer but has an internal origin
through innovation. Scilicet, it arises from within the
company, which can even educate the consumer – if
necessary–creatingtheneedtoobtainanewproduct
(Olaya Dávila, 2008).
The concept of innovation that Schumpeter (1934)
contributed is based on industrial production, and
therefore, related to the production of new goods or
even the same goods, but with different methods. He
details five categories: (a) the introduction of a new
product,(b)theintroductionofanewmethodofpro-
duction,(c)theopeningofanewmarket,(d)thecon-
quest of a new source of supply of raw materials or
manufacturedproducts, and(e) thecreationofanew
organization of any industry (Zuñiga-Collazos et al.,
2019). Following this line, the organization acquires
the leading role in creating innovations, such as the
roleoftheentrepreneurwhenachievinganewdimen-
sioninthefunctionthatisbeingperformed;orthein-
dividualwhoperformsnewcombinationsbyfulfilling
the task of innovating, but not the place in the hier-
archy held by the individual within the organization
(Olaya Dávila, 2008).
Another element in Schumpeter’s (1968) concep-
tualconstructionistheterm‘creativedestruction,’rec-
ognizing it as the fundamental impulse that puts and
keepsthecapitalistmachineinmotion,becauseprofit
resulting from successful innovations generates the
creation of new companies, which in turn, also origi-
nateacompletereorderingoftheindustry’sstructural
framework.Tothisend,theorganizationplaysalead-
ing role and professionalizes research and develop-
ment (r&d) activities, which can be within the busi-
ness unit or outside, through technological research
centresor universities(Olaya Dávila, 2008). However,
anewmeaninghasbeenfoundfortheinnovationcon-
ceptfromitssocialfocus,developedduringtheseven-
ties with greater precision (Hernández-Ascanio et al.,
2016).
Social innovation stems from the need to achieve
development with a more humanistic bent. Search is
basedonexploringandgeneratingnewideasthathelp
to achieve an inclusive society and a good quality of
life. Opportunities revolve around education, health,
employment, family, community life, gender equity,
andenvironment,consideringnotonlyaccesstothese
butalsoquality(Quandtetal.,2017).Thesenewprac-
ticestoaddresssocialchallengeshaveapositiveinflu-
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Mercedes Hernández Esquiveletal. Sustainable Innovation
enceonindividualsandorganizations,gainingimpor-
tancebytranscendingfromtheeconomictothesocial
value(VegaJurado,2017).
The European Commission (2013, p. 6) conceptu-
alizes social innovation as ‘the development and im-
plementation of new ideas (products, services, and
models) to satisfy social needs and create new social
relationships or collaborations. It represents new an-
swerstosocialdemandsthataffecttheprocessofsocial
interactions, oriented to improve human well-being.’
The main goal is to find answers to social problems
by identifying and delivering new services that im-
provethequalityoflifeofindividualsandcommuni-
ties (oecd, 2011). Social innovation is not exclusive
to a specific economic sector. In public organizations,
it acquires importance for the development of public
policy, attending to social needs and helping to gen-
erate more innovative and efficient environments for
thosethatalreadyexist,eventoencouragetheproduc-
tivesector(Alonso-Martinezetal.,2015).
In business, this means more than quality prod-
ucts and reliable services. It requires organizations to
contribute positively to improve the conditions of so-
ciety by returning part of the economic benefit, and
having an ethical, collaborative, and socially respon-
sible behaviour (Hernández-Ascanio et al., 2016). In
this sense, the company plays a fundamental role as
a generator of social change, and although this is not
its main goal, it can be motivated to acquire visibil-
ity in the market, as well as a response to generating
new business models oriented to get economic value
andsatisfactionofneeds(Alonso-Martinezetal.,2019;
Boons&Lüdeke-Freund,2013).
In environmental terms, innovation is found in
severalconceptssuchaseco-innovation,environmen-
talinnovation,ecologicalinnovation,andgreeninno-
vation.Thesetermsareusedinterchangeablyandwere
born as a response to the complex environmental sit-
uation experienced worldwide. Their indicators are
related to forest destruction, depletion and pollution
of water resources, loss of biodiversity, or impact by
globalwarming(VelázquezCastro&VargasMartínez,
2014).
Because of this, the concept of eco-innovation ac-
quiredvisibility,ineconomicpoliciesandthebusiness
world, being considered as an important strategy to
reduce environmental impacts generated by various
economic activities. The oecd (2009, p. 13) points
out that it is the creation of new or significantly im-
proved products (goods or services), processes, mar-
keting methods, organizational structures, or institu-
tionalarrangements,which(intentionallyornot)pro-
duceenvironmentalimprovements.
For Carrillo-Hermosilla et al. (2010), eco-innova-
tion is intended to improve environmental perfor-
mance and as a side effect, could also reduce produc-
tion costs. It can also be developed by external fac-
tors such as regulatory pressures and the market, or
byinternalfactorssuchasefficiency ,environmental
culture, adoption of certifications, and business per-
formance(BonzaniniBossleetal.,2016).
Specifically, eco-innovation is interpreted as any
typeofinnovationthatisorientedtowardssustainable
development and economic progress, through the re-
sponsibleandefficientuseofnaturalresources,which
ultimately allow a balance between business and na-
ture (Peiró-Signes et al., 2011). Although the terms
eco-innovation andsi are often used synonymously,
the former refers to the environmental and economic
dimension,whilethelatterisabroaderdefinitionthat
integrates ethical and social aspects (Kneipp et al.,
2019).
si,asanobjectofstudy ,isstillinanincipien t
stage and is supported by different disciplines for its
theoretical-conceptual construct (Ratten et al., 2020).
Itcombinestwoopposingterms,theconceptionofin-
novation which is related to change, destruction, or
transformation,and on the other hand, sustainability
which leads to the notion of preservation (Alderin &
Do, 2016). Underthisunderstanding,theirunionim-
plies the development of innovations in all spheres of
lifeanditsenvironment.
Thus, si suggeststhatinnovationprocessesareno
longer only related to economic objectives but also
to environmental and social ones (Boons & Lüdeke-
Freund, 2013; Cillo et al., 2019; Kneipp et al., 2019).
For Szekely and Strebel (2013), si is the creation of
somethingnewthatimprovesperformanceinallthree
dimensions of sustainability, and it is not limited to
technologicalchanges.Italsoincludeschangesinpro-
Academica Turistica, Year 14,No. 2,December 2021 |177

Mercedes Hernández Esquivelet al. Sustainable Innovation
cesses,operatingpractices,businessmodels,thinking,
and organizational systems. This implies that orga-
nizations improve social and ecological externalities
while remaining financially viable (Dyck & Silvestre,
2018).
Itcouldbesummarizedthat si incompaniesisthe
synergic and inseparableintegrationof the economic,
social and environmental, which allows reaching ob-
jectives related to sustainable development while re-
maining competitive and financially profitable (Dyck
&Silvestre,2018).However,eventhoughthereisgreat
awareness, companies are still reluctant regarding its
implementation, considering it more expensive than
conventionalinnovation since it requireshigh invest-
ments in technology, generating uncertainty and ig-
norance of the needs of the future market. Therefore,
faced with this situation, the role of companies is to
breakwitholdparadigmsandfacenewandmorecom-
plex methods(Alderin & Do, 2016).
Therefore, si offers companies the possibility of
transformingthemselvesandaligningtheiroperations
with the objectives of sustainability under a precise
observation of multiple factors, both internal and ex-
ternal,thatallowthereductionofuncertaintyanddif-
ferentiate between good sustainability practices and
products that are disseminatedas sustainable.Up un-
til now, there has still been insufficient demand, lack
ofdissemination,andlittlemarketadaptation(Fichter
&Clausen,2016).
Methodology
Although there are several methodologies for litera-
turereview,weoptedforthequalitativesystematicre-
view, which allows the identification, selection, and
evaluation of relevant research on an object of study
(Paré & Kitsiou, 2017). It differs from other method-
ologies by developing a protocol in stages or phases
foreachoftheactivitiescarriedout.Additionally,ade-
scription of the studies is added to discover patterns,
barriers,andtrendsfromtheperspectiveandinterpre-
tation of the authors(Sobrido & Rumbo-Prieto, 2018;
Templier & Paré, 2015).
Initially,wedefinedtheresearchquestion:Whatis
thenatureandscopeoftheexistingliteratureonsus-
tainableinnovationintourism?Thesecondstagecon-
sidered the literature search based on inclusion and
exclusion criteria, including articles with the follow-
ingfeatures:(a)thematiccoverage,obtainingthemost
comprehensivereviewpossiblethroughtheimportant
scientific journals; (b) representativeness in the field
of tourism business knowledge; and (c) the period of
publication from 2010 to 2020, revealing the most re-
cent knowledge, trends, or new patterns of interpre-
tation. As exclusion criteria, we discarded editorials,
prefaces,andbookreviews.
Adocumentsearchwasperformedusingkeywords
in English, although it included articles in Spanish,
considering ‘sustainable innovation’ as the main key-
words and ‘tourism,’ ‘tourism organization,’ and ‘sus-
tainable business model’ as secondary keywords. The
databases with the greatest concentration of docu-
ments related to the object of study were Web of Sci-
ence and Scopus. We considered their importance at
an international level and their rigorous evaluation
criteria.
For the third stage of evaluation and selection, we
eliminatedrepeatedarticles.Then,throughthereview
of the abstracts, we determined their relevance, sepa-
rating those that were not related to the business sec-
torandthatdidnotcontributetotheknowledgeofthe
object of study. Finally, the full text was reviewed, in-
cludingarticlesfrombibliographic references,leaving
a total of 63 documents (Figure 1).
Inthelastphase,weextracteddataandprepareda
bibliographicmatrixforitsclassification.Afteranalys-
ingthedocuments,wedefinedfivecategories:(a)busi-
ness models oriented towards sustainable innovation,
(b) sustainableinnovation: radical or incremental, (c)
dynamic capacities of sustainable innovation, (d) role
ofstakeholdersin si,and(e)driversofsustainablein-
novation(Table1).
Results
BusinessModelsOrientedtowardsSustainable
Innovation
This topic is the most recurrent in si research. The
content of this topic considers the customer as a core
aspectofbusinessmodels,managementmethods,and
value proposition (Teece, 2010). Following this line,
some authors emphasize that conventional business
178 | Academica Turistica, Year14,No. 2,December 2021

Mercedes Hernández Esquiveletal. Sustainable Innovation
Articlesretrieved
fromdatabases
(n=315)*
Afterremoving
repeatingarticles
(n=300)
Selectedarticles,
toreadfulltext
(n=56)
Totalofarticles
analyzed
(n=63)
Identification Screening Choice Included
Exclusionofduplicate
articles(n=15)
Exclusionofarticlesafter
analyzingtheirabstract
(n=244):norelationship
withthebusinesssector
and/ornorelevance
inrelationtotheobject
ofstudy
Articlesidentifiedthrough
bibliographicreferences
(n=7)
Figure1 FlowDiagramoftheLiterature Review
(*210articlesfrom theWebof Scienceand105
articles from Scopus)
Table1 ArticlesClassifiedbyCategory
Category Frequency Percentage
Businessmodels orientedto-
wardssustainableinnovation
 .
Sustainableinnovation:radical
orincremental?
 .
Dynamiccapacitiesof sustainable
innovation
 .
Role of stakeholders in sustain-
ableinnovation
 .
Driversof sustainableinnovation  .
Total  .
models characterized by the appropriation of organi-
zational value, maximize unidirectional dimensional
profits, without considering their externalities in so-
cial and ecological contexts (Schaltegger et al., 2015).
Nevertheless, the company currently seeks to create
competitive advantages by moving towards more dy-
namicandsustainablebusinessmodels,usinginnova-
tion to develop integrated solutions that radically re-
duce the negative effects on nature and generate posi-
tiveeffectsonsociety(Geissdoerferetal.,2018;Bocken
etal.,2014; Bolton&Hannon,2016).
Likewise,literatureshowsthatbusinessmodelscan
be redesigned under strategies that allow the gen-
eration of value through sustainability (Yang et al.,
2017;Boons&Lüdeke-Freund,2013).León-Bravoetal.
(2019) propose two approaches: the first one suggests
an evolutionary change where personnel, production
processes, and technologiesmust be reinventedto in-
tegrate more sustainable products. The second sug-
gestsaretro-innovationrediscoveryoftraditionalpro-
cessesandvaluesofenvironmentalandsocialconser-
vation. Thereby, the value proposal, the supply chain,
the communication with the client, and the financial
schemebecomeimportantwhentheyarealignedwith
thesustainabilityspheres(Rattenetal.,2020;Rotondo
etal.,2019).
Other studies recognize that si is based on orga-
nizational culture, where companies make substantial
transformations in line with their philosophy to bet-
ter manage and evaluate their business model from a
perspectivebasedonthetriplebottomline:costreduc-
tion,sustainability,andcompetitiveness(Adamsetal.,
2016).
In the field of tourism, airlines were among the
first companies to implement the concept of a sus-
tainable business model by reducing the emissions of
gases and noise that they emit into the environment.
On the social side, they considered job satisfaction,
which contributed to customer satisfaction resulting
in increasing profits (Rotondo et al., 2019). However,
not all sustainablebusiness models manageto be suc-
cessful. Some studies point out that most sustainable
innovationsdonotprosperuntiltheyaretestedin the
market. It is at this point when companies decide to
take them up again and apply them in organizations
(Rotondo et al., 2019).
SustainableInnovation:RadicalorIncremental?
Research shows a dispute whether si should be in-
cremental or radical. In the face of this argument, it
is stated that most sustainable innovations made by
companies are incremental because there is still not
a large market for sustainable products and services
(Kneipp etal., 2019).
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Mercedes Hernández Esquivelet al. Sustainable Innovation
Itisalsoconsideredthatorganizationscandevelop
si through radical or incremental changes since both
types of innovation contribute to sustainability and
can lead to a long-term competitive advantage. In
this sense,incremental changesallow the company to
make gradual adjustments to existing activities and,
with radical innovation, a new way of planning and
managing strategies for the creation and capture of
valueisintroduced,eithertofaceanewchallengeorto
addressaneconomic,social andenvironmentalprob-
lem(Inigo etal., 2017).
Conversely, it is argued that incremental innova-
tionisnotsufficienttoachievethedemandinggoals
of sustainability (climate change, biodiversity loss,
poverty,tonameafew).Rather,aradicalchangeofan
entire system is required (Carrillo-Hermosilla et al.,
2010; Kennedy et al., 2017). Since radical innovation
for sustainability can alter both production and con-
sumption practices, achieving a substantial change in
the market will impact natural and social preserva-
tion(Boonsetal.,2013;Kuokkanenetal.,2018).Inad-
dition, its destructive characteristic of obsolete skills
can contribute to the decline of traditional methods.
So,withradicalinnovations,itismorelikelytoachieve
an optimal configuration of the global system but one
needs to consider that it represents great challenges
(Wagner,2012).Inotherwords,although si allowsin-
crementalchangestobemadetofavoursustainability
in organizations, a true transformation would imply
rethinkingincrementalinnovations.
DynamicCapacitiesofSustainableInnovation
Studies show that sis are dynamic organizational ca-
pabilities. This approach explains the ability of com-
panies to restructure their internal and external re-
sources and skills and in this way be able to quickly
respond to changes in the environment (Teece, 2012;
2018).MirandaTorrez(2015)statesthatthesestrategic
changesleadorganizationstoreachhighlevelsofsus-
tainable performance, even reaching proactive levels
when competitive advantages are generated, forcing
competitors to innovate sustainably. Other authors
point out that the relationship between dynamic ca-
pacitiesandorganizationalroutinesinfluenceinnova-
tiondirectly,achievingagreaterdegreeofsustainabil-
ity in tourism companies (Pace, 2016). This requires
the identification and evaluation of knowledge op-
portunities, innovative technologies, and market so-
lutions,whichallowthemobilizationofresourcesand
skills to gain value in sustainability (Mousavi et al.,
2018).
Alongthisline,dynamiccapacitiesbasedonknowl-
edgebecome relevantforthe developmentof sustain-
able innovations, when the company orients its ac-
tivities and processes to generate new knowledge and
capacities and integrates external knowledge coming
fromtheinterestedparties.Thisway,thecollaborative
practices of external knowledge with internal knowl-
edge are fundamental for understanding the flows of
new knowledge creation and innovation processes
(Maines et al., 2019). Velázquez Castro and Vargas
Martínez (2015) mention the importance of techno-
logicalsurveillanceasoneoftheprocessesthatconvey
information and knowledge to the tourism company,
achieving innovations that contribute to sustainable
business competitiveness through the connection of
four functions: (a) surveillance, (b) plan and enable,
(c) implement,and(d) verifyandevaluate.
Some empirical studies, based on the dynamic ca-
pabilities, point out that each of them is integrated
with elements or ‘micro-foundations’ that achieve si.
The elements that acquire bigger importance are the
company’s value propositions, outlining a business
model that integrates ecological, economic, and so-
cial dimensions, and the coordination of a business
ecosystem(Mousavietal.,2019).
Shang et al. (2019, p. 3) introduced the concept of
sustainable dynamic capacity, defining it as ‘a cor-
poration’s ability to address rapidly evolving stake-
holderexpectationsregardingsustainability.’ Thisim-
plies modifying the company’s functional capabili-
tiesinpursuitofeconomic,environmental,andsocial
competence.Researchondynamiccapabilities and si
has regularly focused on the industrial sector, show-
ingthatresearchonservicesintourismisparticularly
incipient (Bartocci Liboni et al., 2017). Authors such
as Krizaj et al. (2012) and Delgado Cruz et al. (2016),
considerthatinnovationsinthetourismsectorcannot
beevaluatedinthesamewayasinindustryduetothe
nature of the services, observing that tourism com-
180 | Academica Turistica, Year14,No. 2,December 2021

Mercedes Hernández Esquiveletal. Sustainable Innovation
paniesregularlyresorttobasicinnovations(products,
processes,andmarketing),whentheyshouldinnovate
in business models to remain competitive and, above
all, sustainable.
Studiesof si intourism,particularlytourismcom-
panies, are regularly analysed from the perspective of
their social, environmental and economic fields, and
themostrecurrentonesaddressissuesrelatedtoprod-
ucts, processes, management, and marketing innova-
tion,aswellasinstitutionalandtechnologicalinnova-
tions, there being a close interaction among the dif-
ferent categories (Hjalager, 2010). Likewise, organiza-
tionalinnovation,innovationstrategies,technological
innovation, knowledge management in innovation,
and innovation models are analysed. Several of these
topics are linked to pro-environmental actions that
aim to create competitive advantages (Delgado Cruz
et al., 2016). Also, the organizational structure, hu-
man capital, and collaboration networks are determi-
nants for the development of the innovation capacity
in companies(DelgadoCruzetal.,2018).
A study applied to the hotel sector found a link
between the social relations of managers, knowledge,
andthegenerationofdynamiccapabilitiesfor si.These
relations favoured the ability of companies to alter
their resource base, improving access to information
and knowledge to identify changes and allowing the
companytoadjusttoenvironmentalandsocialneeds
(Nieves,2014).
RoleofStakeholdersinSustainableInnovation
Theliteraturereviewprovidesevidencethataddresses
theroleofstakeholdersinthedevelopmentofsi.si
isacomplexprocess,thatindividualworkalonecould
nottrigger.So,therelationshipsanddemandsexerted
by stakeholders (internal and external) can become
the origin of social and environmental innovations
(Alonso-Martinez et al., 2019; Ayuso et al., 2011; Jun-
tunen et al., 2018; Rotondo et al., 2019; Schaltegger &
Wagner,2011).
Primarystakeholders(such asemployeesandcus-
tomers) are those that have become more important
forresearchpurposes.However,someauthorsconsid-
erer that si secondary stakeholders (e.g. ngos, gov-
ernment,communities,universities)maybemorerel-
evant, as they are an important source for knowledge
generation (Goodman et al., 2017). In contrast, there
isevidencethattheincorporationofsecondarystake-
holders does not support the momentum of si. In-
stead of looking for many actors, attention should be
paidtochoosingtherighttypeofparties,andtheright
time for their integration into the innovation process
(Juntunenetal.,2018; Driessen&Hillebrand,2012).
Goodman et al. (2017) analysed three roles that
stakeholders play in contributing to si, and depend-
ingontheiractions,theymaybeproactive,reactive,or
mixed.Thefirstiswhenstakeholdersstimulateorgen-
erate the idea of innovation while promoting greater
useoftheproduct.Thereactiveroleisobtainedwhen
experienceandfeedbackareprovidedtomakethe
product more attractive, when assistance is given to
build credibility andtrust,educatingthepublic onso-
cial and environmental issues related to innovation.
Finally, the mixed roles are achieved when enabling
collaboration among stakeholders or participating in
thereconstructionofpoliciesthatallowinnovationto
flow.
Therelationshipwithstakeholdersposesnewchal-
lenges when trying to reconcile the different inter-
ests,characteristics,andobjectivespursuedbyeachof
them(Ferrero-Ferreroetal.,2018; Kazadietal., 2016).
Becauseofthis,itissuggestedthatcompaniesdevelop
internal capacities that facilitate their integration and
commitment, promoting greater innovation and bal-
ance among social, economic, and environmental as-
pects(Rhodesetal.,2014),aswellastheintegrationof
agoodteamofstakeholders(Baletal.,2013).
DriversofSustainableInnovation
Another group of studies refers to the drivers of is,
which can improve the performance and innovation
capacity of companies. In this sense, innovations reg-
ularly arise from qualified and motivated employees,
research, and development processes (r&d) (Ketata
et al., 2015). There are influential external factors that
putpressureonstakeholderstodemandproductspro-
duced undersustainableprocesses,such as regulatory
governmentpolicies or financialsupportprovided for
theirdevelopment(Ketataetal.,2015; Pellegrinietal.,
2019; Sirirat& Lamin, 2019).
Academica Turistica, Year14,No. 2,December 2021 |181

Mercedes Hernández Esquivelet al. Sustainable Innovation
Alineofempiricalstudiesanalysesthecapacityfor
si with a strategic orientation. This orientation is of-
feredinthreeareas:(a)customer,(b)competition,and
(c)technology.Therolethatconsumersplayinaffect-
ingthecapacityof si isofutmostimportance,asthey
use their added value as a lever to improve the en-
vironmental innovation capacity of their companies
(Tseng et al., 2019). Technologies are extremely im-
portantintheenvironmentalsphereoftourismenter-
prises, innovatingin energyefficiency, wateruse care,
and waste management, among others, seen as an es-
sential part of the sustainability strategy in the hotel
industry(Chanetal.,2020).
Alongthesamelines,theoreticalmodelsassociated
with innovation, environmental marketing strategy,
and the organizational environment are developed
for the growth of sustainable innovations in hotels,
finding that there is a close relationship among them.
Thus, the business’s reputation can be strengthened
through its environmental marketing strategy. How-
ever,thisissuggestednottoconsiderthepreferenceof
customers as the only reason for adopting sustainable
initiatives, but to understand the holistic benefits that
aregeneratedinthelongterm(Horngetal.,2017).
Research has shown that hotels are reluctant to
adopt environmental technologies, even though they
can reduce their operating costs, improve their im-
age and contribute to the sustainable development of
tourism. Chan et al. (2020) identified seven barriers:
(a) environmental viability in terms of feasibility and
costs; (b) lack of knowledge and uncertainty about
the benefits of green technologies; (c) monopolized
after-sales service due to high maintenance costs; (d)
governmentandinitialsupportfortheadoptionofen-
vironmental technologies;(e) customer experience in
choosing to purchase; (f) shortage of skilled labour;
and(g) finance.Simultaneously,otherstudiesaddress
the drivers of si in hosting companies and airlines,
identifying regulatory compliance and brand posi-
tioningaswaystoimplementinnovationsaroundthe
preservation of natural resources (Dibra, 2015; Horng
etal.,2017;Mousavietal.,2018).
si is largely related to entrepreneurship, since en-
trepreneurs are corporate leaders who see the oppor-
tunities in sustainability, and thus contribute to solv-
ing complex social and ecological problems, which
in turn act as a catalyst for transformation (DiVito
& Ingen-Housz, 2019). In the social sphere, research
on innovation drivers in tourism highlights the en-
trepreneurialnatureofcreatingjobopportunities(Ale-
gre & Berbegal-Mirabent, 2016), ethical behaviour
(Vargas Martínez et al., 2018), and the participation
of communitiesas a key agent for the development of
tourism destinations and their quality of life (Maleka
&Costa,2014).Also,thenetworkcollaborationfor
thesustainabilityoflargeandsmallbusinessesisanal-
ysed, achieving an improvement in the quality of life
ofcommunities(Carlisle etal.,2013).
si maintains a relationship with the size of the
company; large companies, technologically sophisti-
cated, with innovative characteristics, and with inter-
nationaloperations,generallyincludesustainabilityin
theinnovationoftheirproductsandprocesses.Inad-
dition,theymakesocialinvestmentsfocusedonfood,
training, and assistance for the family, while invest-
ments of an environmental nature are oriented to the
reductionofenvironmentalimpacts,decontamination
programmes and projects, environmental audits, and
certifications.However,thesearenotreasonsthatmo-
tivate them to innovate, such as economic objectives
andmarketposition (Gomeset al.,2011).
Otherstudiesrecognizethatacompany’sability to
implement si depends on its financial situation and
its willingness to change. Large companies generally
have the resources to act, helping their global com-
petitiveness, while small companies lack financial re-
sources to be sustainable, although, if they are inno-
vative, they will seek options to overcome economic
obstacles in other ways (Ratten et al., 2020). In a sig-
nificant relationshipbetween si and the success of an
organization, empirical studies show that the adop-
tionof si practicesis associatedwith businessperfor-
mance, contributing to superior corporate behaviour,
aswellasgeneratingcompetitiveadvantagesintheso-
cialsphere(Maieretal.,2019;Kneippetal.,2019).
On the other hand, the implementation of inclu-
sionstrategieswithingovernmentsectorsforplanning
orfinancialsupportencouragescompaniestodevelop
sustainable products and services (Davies & Mullin,
2010). Some companies implement si to reduce pro-
182 | Academica Turistica, Year14,No. 2, December 2021

Mercedes Hernández Esquiveletal. Sustainable Innovation
ductioncosts,resourceoptimization,andprocesseffi-
ciency, thus increasing profitability and environmen-
tal benefits (Van, 2019; Vinci et al., 2019); governance
strategiesarealsobeingledtopromoteinnovationsin
allareas(Lupova&Dotti2019).
For Vos et al. (2018), companies can perform bet-
ter in si through organizational learning; since it al-
lows them to recognizethe value of new information,
assimilatingandapplying it insuch awaythatknowl-
edge will allow companies to adapt to the heteroge-
neousneedsoftheclientandatthesametime,mitigate
theecologicalandsocial impact.
ConclusionsandFurtherResearch
A big part of the research on si is associated with
factors that impel it from the inside and outside of
the company. When a company develops is, usually
the results coincide with economic aspects, acquir-
ing economic value or profitability, derived from the
sale of products as well as cost reduction. Another
factor is the constant search for customer satisfaction
around sustainable products. Similarly, the size of the
company is influential, since large companies regu-
larly have financial capabilities that allow them to in-
novate sustainably to develop competitive advantages
andachievemarketposition(Rattenetal.,2020).
It is important to note that most studies have fo-
cused on industrial companies, so studies of the ser-
vice sector have not acquired relevance, specifically
thoseofthetourismsector(BartocciLibonietal.,2017;
Hjalager, 2010). Therefore, as it is an incipient field of
study, it is necessary to develop future research that
will allow tourism companies to identify opportuni-
tiesthroughwhichtheycancontributesignificantlyto
environmental care and the development of a better
societyinthedestinationswheretheyaresettled(Del-
gadoCruzetal.,2016).
The innovation diffusion theory has been used
as a way of propagating si in the tourism enterprise,
since it consists of evaluating an innovation in order
to adopt or reject it (Dibra, 2015), which facilitates its
implementation due to the nature of the service it of-
fers.
Empirical studies show that the general behaviour
of tourism enterprises is unsustainable because tour-
ismbusinessmanagementisdominatedbyshort-term
economic objectives, which implies a great concern
that leads to the need to investigate proactive change
inpracticestocontributetosustainabletourismdevel-
opment (Velázquez Castro & Vargas Martínez, 2015).
si hasnotyetbeenabletofullyintegrateitselfintothe
studies of tourismbusinesses. There is much research
performedoninnovationineachofitsspheres(en-
vironmental, social, economic) but separately. It also
shows that, within these business innovation capaci-
ties,ithasnotbeendevelopedasindustryhas.
Social andenvironmentalproblemsaresettingthe
tone to rethink tourism practice and its management.
It is necessary to understand that true tourism devel-
opment is not only economic but also social and eco-
logical.Enterprise,aspartofthetourismsystem,plays
a fundamental role as a promoter of change. si rep-
resents the opportunity to reinvent itself and face the
challenge of generating more complex organizational
structures, with greater knowledge and learning than
conventionalbusinessmodels.
Thus,thisresearchacquiresrelevancebyintroduc-
ing contributionsaroundthetourismsector,since the
knowledge gap is wide and the field of tourism needs
tobestrengthened. si studiesassociatedwiththepar-
ticipationofstakeholdersin thecreationofnewenvi-
ronmentalandsocialvaluesandpracticesareneeded.
On the other hand, research shows that large compa-
nies are more likely to develop is, motivated by the
search for competitiveness, market positioning, and
cost reduction. Meanwhile, small and medium enter-
prisesarereluctant;thechallengeistostrengthenthese
companiesinthedevelopmentoftheirinnovationca-
pabilities.
Another line of research is related to the manage-
ment of internal and external knowledge and the in-
fluence that si has on the ability of organizations to
become intelligent since one is not only intelligentfor
possessing advanced technology but also for taking
care of the environment and contributing to a better
social lifestyle. This could include studies that guide
the handling of information and the performance of
internal collaborators once the organizationshave ac-
quired the interest to innovate sustainably. One more
lineofresearchwouldbelinkedtodynamiccapacities
Academica Turistica, Year14,No. 2,December 2021 |18 3

Mercedes Hernández Esquivelet al. Sustainable Innovation
asamechanismfortourismcompaniestoidentifythe
opportunities offered by the environment and to trig-
gera greaterpropensitytowards si.
In the public sector, si is fundamental for the im-
plementation of successful policies and projects, and
forgeneratingconditionsthatencouragetourismcom-
paniestodevelopsustainableinnovations,whichcould
leadtobetterdevelopmentoftourismdestinationsand
host communities. Finally, it is recognized that this
study has certain limitations because it only explores
scientific articles and does not consider other impor-
tant sources of information such as patents, manuals
of international organizations, and information from
innovative institutions, that could be enriching for a
broaderunderstandingoftheobjectofstudy.
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