Page 169 - Sustaining Accommodation SMES

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Conclusions and Future Research

This book investigates sustainability transitions in the accommodation
sector through the empirical lens of Mediterranean tourism destinations,
situating these dynamics within the broader European tourism ecosys-
tem. The Mediterranean region occupies a central position in European
tourism, concentrating a large share of accommodation capacity, visi-
tor flows, and tourism related employment, while simultaneously facing
acute sustainability challenges linked to seasonality, resource pressure,
climate vulnerability, and socio spatial impacts. As such, the Mediter-
ranean functions both as a core engine of European tourism and as an
important testing ground for the eu sustainable transition agenda. Pat-
terns observed in this context offer insights that extend beyond the re-
gion itself, reflecting structural conditions likely to affect other mature
and highly fragmented tourism destinations across Europe, and poten-
tially beyond.
Across the accommodation sector, sustainability is widely recognised
as an important guiding principle, and a broad range of sustainability
practices has been adopted. However, empirical evidence reveals a dif-
ferentiated sustainability status quo. While basic practices are relatively
common, the depth of implementation, formalisation, and institution-
alisation remains uneven. Structured sustainability management, partic-
ularly in the form of iso 21401 aligned systems, is not widespread and
remains contingent on organisational feasibility. This persistent gap be-
tween sustainability intentions and sustained, systematised action is es-
pecially pronounced among small and medium sized accommodation
providers.
The theoretical framework underpinning the analysis provides a ro-
bust explanation for this gap. By distinguishing between value orienta-
tion, organisational capabilities, and contextual feasibility, it clarifies why
high levels of sustainability awareness do not translate into behavioural
change. The findings consistently demonstrate that sustainability transi-
tions in the accommodation sector are constrained less by lack of motiva-
tion than by structural and organisational conditions. Values provide di-
rection, but action depends on the presence of supportive environments
that make sustainability management feasible, routine, and durable. This

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