Sustainability of business operations generally refers to the sustainability of the improvements made by the business. This differs from the duration of the external intervention which relates to the longevity of the business activities. It conventionally refers to the permanence of the improved situation that constitutes the specific objective of the business, but it makes more sense to also take into account the durability of the external effects to the objective, which is the impact (Font, Garay, & Jones, 2016). Sustainability is of course only desirable when business impacts are positive. However, the basic human preference for short-term benefits is a key barrier to sustainability and suggests that its absence is rarely an accident (D'heur, 2015). But the immediate preference for the future is, in fact, a reality as universal and widespread as its economic corollary: discount rates. The notions of sustainability and viability are often used as two synonyms in most management texts written by the authors. In some cases, viability refers to the sustainability of an activity or the operation of any development instrument, such as a production unit or institution. Sustainability refers to the permanence of a favorable situation.
The notions of sustainability and viability are often used as two synonyms in most management texts written by the authors. In some cases, viability refers to the sustainability of an activity or the operation of any development instrument, such as a production unit or institution (Longoni & Cagliano, 2015). In general, there are several key factors to facilitate the viability of Nirvana Homestay as a business. These factors correspond to the probability that the innovation introduced by the project is assimilated, rather than rejected, by the receiving environment, as well as the motivation and capacity (technical, economic and others) to see the activities necessary for the maintenance and development of learning. Sustainability is particularly related to the integration of the project into its environment and the sustainability of the natural resources or ecological conditions on which it depends (Schaltegger & Wagner, 2017). The viability of Nirvana Homestay must be continuously strengthened throughout the project but, as for the criteria previously seen (relevance, effectiveness, and efficiency), it should also be considered from the design stage. In this case, it is, therefore, a question of choosing enduring, cumulative objectives, capable if possible of breaking vicious circles and returning them to virtuous circles.
The sustainability measures of the business operations will be based on the following:
Partnership dialogue - the extent to which the beneficiaries and the target groups of the business participate in its design and are involved. The business must then be supported to make it viable once funding is complete.
Support Policy - the quality of the policy in place, and the extent to which government demonstrates support for the continuation of business activities.
Innovation and technology - ensuring that the technologies used by the business can continue to function in the long term. Properly speaking, a technology that uses local resources.
Protection of the environment - the extent to which the business harms or preserves the environment, and therefore hinders or promotes the apprehension of long-term benefits.
Socio-cultural aspects - the question is: how will the business operations take into account local socio-cultural norms and positions; and what measures are in place to guarantee that beneficiary groups can appropriately access the services and benefits of the business during and after implementation.
Gender and minority analysis - it is about how the business will take into account the specific interests and needs of both women and men; whether the project will provide women and men with sustainable and equitable access to the services and infrastructures set up by the project; and whether it will help to alleviate inequalities related to gender and "human" races in the long run.
Management capacity - the capacity and commitment of the planning, project/program management team, and to continue to provide services beyond the funding period.
Economic and financial viability - the extent to which the additional benefits of the business operations exceed the costs, and the business represents a feasible long-term investment.
As noted above, it is important to incorporate these factors to ensure the survival of the business. This means that they must be taken into account in the planning of this project if we decide that the integration of environmental and sustainable development within companies does not remain a purely hypothetical question. Accepting a business in the community can be difficult or impossible if these considerations are lacking in the decision-making process. However, the content and relative importance of these factors will depend on the socio-political context and the specificities of the business. The design of a project is likely to change to the desired direction with the integration of these (Horisch, Johnson, & Schaltegger, 2015). Today, however, quality projects must meet three inseparable objectives, including the respect of the physical environment, the improvement of social equity and the improvement of economic efficiency. In addition, a sustainable development business is a project that must nonetheless aim for a continuous improvement of the living conditions of all the stakeholders involved in the business.
D'heur, M. (Ed.). (2015). Sustainable value chain management: Delivering sustainabilitythrough the core business. Springer.Font, X., Garay, L., & Jones, S. (2016). Sustainability motivations and practices in small tourismenterprises in European protected areas. Journal of Cleaner Production, 137, 1439-1448.
Horisch, J., Johnson, M. P., & Schaltegger, S. (2015). Implementation of sustainabilitymanagement and company size: a knowledgebased view. Business Strategy and theEnvironment, 24(8), 765-779.
Longoni, A., & Cagliano, R. (2015). Environmental and social sustainability priorities: Theirintegration in operations strategies. International Journal of Operations & ProductionManagement, 35(2), 216-245.
Schaltegger, S., & Wagner, M. (Eds.). (2017). Managing the business case for sustainability:The integration of social, environmental and economic performance. Routledge.
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