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Implications for Policy and Practice

This chapter aims to highlight the multidimensional nature of sustain-
ability transitions within tourism accommodation. iso 21401 (Interna-
tional Organization for Standardization, 2024) provides a comprehen-
sive framework, but tools alone whether regulatory or voluntary can-
not guarantee transformation. Sustained change emerges from support-
ive governance systems, accessible training, financial incentives, and col-
laborative ecosystems. Policymakers, business associations, and certifica-
tion bodies each play essential, complementary roles in enabling smes to
adopt sustainable practices that enhance resilience, competitiveness, and
alignment with European climate and sustainability objectives. Small and
medium-sized accommodation establishments constitute the backbone
of Mediterranean and European tourism economies. Despite their pre-
dominance, smes frequently encounter structural disadvantages when
attempting to adopt sustainability-oriented management frameworks, in-
cluding iso 21401. Limited financial flexibility, insufficient managerial
resources, reduced access to training, and the perceived complexity of
sustainability standards contribute to low adoption rates and fragmented
implementation. The mast project addresses these constraints by pro-
viding two key instruments: (1) the Sustainability Protocol and (2) Online
Self-Evaluation Tool, explicitly designed to reduce barriers and democra-
tise access to sustainable management systems. Yet, their transformative
potential depends on the existence of a supportive political, institutional,
and industry ecosystem.
This section examines how sustainability adoption among smes can
be accelerated through targeted capacity building, financial and regula-
tory support, ecosystem strengthening, and multi-level collaboration. We
consider it essential, as an initial step, to develop a thorough understand-
ing of the barriers and needs faced by sectoral smes seeking to design,
initiate, and implement iso 21401. Academic literature underscores that
sustainable tourism transitions require both structural enablers and tai-
lored support mechanisms. smes operate under markedly different con-
ditions than large hotel chains, managerial structures are leaner, respon-
sibilities are concentrated in fewer individuals, and operational margins
are often narrower. Consequently, adopting a sustainability management

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