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From philanthropy to a different way of doing business: strategies and challenges in integrating pro-poor approaches into tourism business

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  • Caroline Ashley
  • Gareth Haysom

Abstract

Pro-poor tourism means managing a tourism business so that it makes business sense for the operator and at the same time benefits the poor. Based on the Pro-Poor Tourism Pilot Programme conducted in southern Africa, this article argues that 'mainstream' commercial tourism can do much to embrace pro-poor approaches. In particular, the tourism sector needs to go further in shifting from philanthropic approaches to pro-poor approaches that entail doing business differently, with more committed changes to strategy and business structures. The pilot programme case studies reveal a range of potential business benefits companies can achieve through pro-poor approaches, such as enhanced social licence to operate and increased brand recognition. They also show that implementing a pro-poor approach depends on the company's context and circumstances. Such a shift entails a number of challenges and companies need to commit to making the necessary effort.

Suggested Citation

  • Caroline Ashley & Gareth Haysom, 2006. "From philanthropy to a different way of doing business: strategies and challenges in integrating pro-poor approaches into tourism business," Development Southern Africa, Taylor & Francis Journals, vol. 23(2), pages 265-280.
    • Handle: RePEc:taf:deveza:v:23:y:2006:i:2:p:265-280
    DOI: 10.1080/03768350600707553
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    References listed on IDEAS

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    1. Ravallion, Martin, 2004. "Pro-poor growth : A primer," Policy Research Working Paper Series 3242, The World Bank.
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    1. Carlisle, Sheena & Kunc, Martin & Jones, Eleri & Tiffin, Scott, 2013. "Supporting innovation for tourism development through multi-stakeholder approaches: Experiences from Africa," Tourism Management, Elsevier, vol. 35(C), pages 59-69.
    2. Haretsebe Manwa & Farai Manwa, 2014. "Poverty Alleviation through Pro-Poor Tourism: The Role of Botswana Forest Reserves," Sustainability, MDPI, vol. 6(9), pages 1-17, August.
    3. Haywantee Ramkissoon & Felix Mavondo & Vishnee Sowamber, 2020. "Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility," Sustainability, MDPI, vol. 12(22), pages 1-22, November.
    4. Sharon McLennan & Glenn Banks, 2019. "Reversing the lens: Why corporate social responsibility is not community development," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(1), pages 117-126, January.
    5. Tolkach, Denis & King, Brian, 2015. "Strengthening Community-Based Tourism in a new resource-based island nation: Why and how?," Tourism Management, Elsevier, vol. 48(C), pages 386-398.
    6. Henri Kuokkanen & Ruth Rios-Morales, 2013. "Developing Sustainable Competitive Advantage in the Tourism Industry: a financial conceptual model," Springer Books, in: Ian Jenkins & Roland Schröder (ed.), Sustainability in Tourism, edition 127, pages 123-136, Springer.
    7. Lor, Jean Junying & Kwa, Shelly & Donaldson, John A., 2019. "Making ethnic tourism good for the poor," Annals of Tourism Research, Elsevier, vol. 76(C), pages 140-152.
    8. Wilson, Sigismond A., 2022. "Measuring the effectiveness of corporate social responsibility initiatives in diamond mining areas of Sierra Leone," Resources Policy, Elsevier, vol. 77(C).
    9. Muhammad Haseeb & Marcin Lis & Ilham Haouas & Leonardus WW Mihardjo, 2019. "The Mediating Role of Business Strategies between Management Control Systems Package and Firms Stability: Evidence from SMEs in Malaysia," Sustainability, MDPI, vol. 11(17), pages 1-20, August.
    10. Hughes, Emma & Scheyvens, Regina, 2021. "Tourism partnerships: Harnessing tourist compassion to ‘do good’ through community development in Fiji," World Development, Elsevier, vol. 145(C).

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