Mireia Guix
Biographic Data
| ID | 4628641 |
|---|---|
| NAME | Mireia Guix |
| GIVEN NAMES | Mireia |
| FAMILY NAME | Guix |
| SIGNATURE | GUIX M |
| AFFILIATIONS | The University of Queensland |
| ORCID | 0000-0002-7294-8373 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 16 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2022 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
Doing the right thing? The hotel industry's management of, and reporting on, modern slavery
Little is known about the hotel's response to increased legislation on the unethical practice of modern slavery in their operations and supply chains. We examine i) the extent, and quality, of the content of their disclosures and the managerial actions, ii) the communication efforts, through moral legitimacy appeals, and iii) the managerial and disclosure gaps influenced by the UK Modern Slavery Act. Substantive actions dominate. Hotels focus on …
The changing institutional logics behind sustainability reports from the largest hotel groups in the world in 2014, 2018 and 2021
We develop a content analysis framework that uses a pattern matching technique and a priori coding of stakeholder inclusiveness and engagement, and materiality of sustainability reports. Our analysis identifies the institutional logics behind the sustainability reports of the largest 50 international hotel groups in 2014, 2018, and 2021. We find that the quantity (under 60%) of sustainability reports barely increases over the eight years, but the…
Decarbonising with a plan
Hybridity is the combination of different belief systems (institutional logics) that guide organisational practice. We analyse 32 decarbonisation business plans of tour operators to study the interplay between the market logic (incumbent) that supports the pursuit of continuous economic expansion, and the post-growth logic (challenger) that rejects the idea of unbridled growth. Through a mixed-method approach that combines content analysis and re…
Doing all we can? Destination management organizations’ net-zero pledges and their decarbonization plans
Strong leadership by destination management organizations (DMOs) is urgently needed to foster significant emissions reductions at the macro-level. With an increasing number of DMOs pledging to the Tourism Declares initiative and the Glasgow Declaration, achieving net-zero becomes a responsibility. This study (1) proposes nine macro-level decarbonization factors as a framework for DMOs to strategize their climate actions, and (2) examines whether …
CSR managers as hybrid professionals
Corporate Social Responsibility (CSR) is evolving, with new sustainability issues and related tasks emerging as priorities for large hotel groups. Within this institutionally complex environment, the role of CSR manager (a relatively new professional role) is becoming ever more diverse and contextualised. We unveil how CSR managers advance their work amidst logic plurality in the early stages of institutionalising CSR. Through interviews (with ei…
Navigating the uncharted
Creeping crises have received limited attention in crisis management. With a backdrop of COVID-19, we explore how tourism organisations can address unprecedented creeping crises. We propose and test a creeping crisis response matrix qualitatively and quantitatively by analysing 108 earnings calls from 22 hotel groups covering the first 16 months of the pandemic. Some cannot detect creeping crises during the incubation periods or the later re-emer…
Trustworthy or misleading communication of voluntary carbon offsets in the aviation industry
Consulting on the European Union's 2050 tourism policies
Trustworthy or misleading communication of voluntary carbon offsets in the aviation industry
Consulting on the European Union's 2050 tourism policies
The changing institutional logics behind sustainability reports from the largest hotel groups in the world in 2014, 2018 and 2021
We develop a content analysis framework that uses a pattern matching technique and a priori coding of stakeholder inclusiveness and engagement, and materiality of sustainability reports. Our analysis identifies the institutional logics behind the sustainability reports of the largest 50 international hotel groups in 2014, 2018, and 2021. We find that the quantity (under 60%) of sustainability reports barely increases over the eight years, but the…
Doing all we can? Destination management organizations’ net-zero pledges and their decarbonization plans
Strong leadership by destination management organizations (DMOs) is urgently needed to foster significant emissions reductions at the macro-level. With an increasing number of DMOs pledging to the Tourism Declares initiative and the Glasgow Declaration, achieving net-zero becomes a responsibility. This study (1) proposes nine macro-level decarbonization factors as a framework for DMOs to strategize their climate actions, and (2) examines whether …
Trustworthy or misleading communication of voluntary carbon offsets in the aviation industry
Consulting on the European Union's 2050 tourism policies
Navigating the uncharted
Creeping crises have received limited attention in crisis management. With a backdrop of COVID-19, we explore how tourism organisations can address unprecedented creeping crises. We propose and test a creeping crisis response matrix qualitatively and quantitatively by analysing 108 earnings calls from 22 hotel groups covering the first 16 months of the pandemic. Some cannot detect creeping crises during the incubation periods or the later re-emer…
CSR managers as hybrid professionals
Corporate Social Responsibility (CSR) is evolving, with new sustainability issues and related tasks emerging as priorities for large hotel groups. Within this institutionally complex environment, the role of CSR manager (a relatively new professional role) is becoming ever more diverse and contextualised. We unveil how CSR managers advance their work amidst logic plurality in the early stages of institutionalising CSR. Through interviews (with ei…
Doing the right thing? The hotel industry's management of, and reporting on, modern slavery
Little is known about the hotel's response to increased legislation on the unethical practice of modern slavery in their operations and supply chains. We examine i) the extent, and quality, of the content of their disclosures and the managerial actions, ii) the communication efforts, through moral legitimacy appeals, and iii) the managerial and disclosure gaps influenced by the UK Modern Slavery Act. Substantive actions dominate. Hotels focus on …
The changing institutional logics behind sustainability reports from the largest hotel groups in the world in 2014, 2018 and 2021
We develop a content analysis framework that uses a pattern matching technique and a priori coding of stakeholder inclusiveness and engagement, and materiality of sustainability reports. Our analysis identifies the institutional logics behind the sustainability reports of the largest 50 international hotel groups in 2014, 2018, and 2021. We find that the quantity (under 60%) of sustainability reports barely increases over the eight years, but the…
Decarbonising with a plan
Hybridity is the combination of different belief systems (institutional logics) that guide organisational practice. We analyse 32 decarbonisation business plans of tour operators to study the interplay between the market logic (incumbent) that supports the pursuit of continuous economic expansion, and the post-growth logic (challenger) that rejects the idea of unbridled growth. Through a mixed-method approach that combines content analysis and re…
Doing all we can? Destination management organizations’ net-zero pledges and their decarbonization plans
Strong leadership by destination management organizations (DMOs) is urgently needed to foster significant emissions reductions at the macro-level. With an increasing number of DMOs pledging to the Tourism Declares initiative and the Glasgow Declaration, achieving net-zero becomes a responsibility. This study (1) proposes nine macro-level decarbonization factors as a framework for DMOs to strategize their climate actions, and (2) examines whether …
Business (8 works) · Political science (5 works) · Diverse Aspects of Tourism Research (4 works) · Environmental Sustainability in Business (4 works) · Public relations (3 works) · Sociology (3 works) · Computer Science (2 works) · Economics (2 works) · Engineering (2 works) · Geography (2 works)