Sustainability in Tourism as an Innovation Driver: An Analysis of Family Business Reality

: Sustainable tourism can be the motivation to manage resources to satisfy environmental, social and economic needs through cultural integrity, biological diversity, ecological processes, social and economic equity, and general enrichment. Based on a systematic literature review conducted on research papers published between 2015 and 2020, and on the case studies contained within them (19 papers), this analysis focuses on the innovation drivers and sustainability drivers identiﬁed within family businesses in tourism. This desk-based research has made it possible to highlight how variable sustainability is present, albeit in a limited fashion, within family businesses in tourism; at the same time, it also shows how innovative strategies contribute to sustainable development. From the analysis, the correlations between family businesses, family dynamics, sustainability practices, innovation drivers and case studies were analyzed. The results show the poor implementation of innovative strategies, and at the same time, the presence of other variables that guarantee the adoption of sustainable practices. Important research gaps are identiﬁed, and future research priorities are suggested. Furthermore, the article is based on a collection of non-exhaustive literary sources. The implications for both family businesses and sustainable development are discussed.


Introduction
The concept of sustainable tourism can be understood as a way to manage resources in order to meet social, economic and aesthetic needs while respecting cultural integrity, biological diversity and essential ecological processes [1,2]. The definition of sustainable tourism varies according to the different dimensions of the terms of tourism and sustainability, and is also influenced by the environmental and political approach used [3][4][5]. In the tourism industry, most businesses are small and medium-sized family businesses [6][7][8][9][10].
The family business is a business managed and governed by members of the same family-or by a few families-in a sustainable way throughout the family's generations, with the aim of pursuing the vision of the business they hold [11,12]. Family businesses in tourism have a culture of accompanying members in a decision that affects their activity, since such members are often united and ready to engage in business; in this way, they strengthen the sustainability of the business [12]. The importance of innovation in terms of business success has previously been underlined, but a new strand has begun to study business model innovation in terms of sustainability and environmental impact [5,13].
conflicts, but at the same time they are also influenced by local culture and commercial interests [12]. Here, the ability to be a resilient transgenerational enterprise is to promote the development of sustainable tourism [12]. In fact, research shows that companies that incorporate sustainability factors are driven by long-term orientation, rather than external factors [32][33][34].
In order to realize the purposes of our study, the authors defined sustainability as the search for well-being within the company in the context of the external environment [35]; therefore, the sustainability practices implemented by companies aim to achieve success in the long run [36]. Ismail et al. (2019) state that their 'transgenerational model' is founded on the assumption that the entrepreneurial orientation of family business owners is a key factor for their performance [12,37]. In addition, the proposed model suggests innovation, autonomy, proactivity, aggression and risk-taking as pillars for development. All this is associated with the family culture and its life stage [12]. The natural resources owned by the family business are attributable-according to Ireland, Hitt and Sirmon [38]-to human, social and financial capital. In particular, the human capital contains fundamentals-such as reputation, skill and intuition-which reveal the influence of the founder on the family business [12], and which somehow contribute to explain the differences of the exploitation of resources between the family business approach and non-family businesses [39].
In the context of tourism, the literature highlights the need to remain competitive and-at the same time-to adapt to the constantly changing environment [40]. Furthermore, in the tourism industry, the main concern is sustainable development, and companies must take into account not only economic benefits but also social and environmental impacts when developing their activities [22,41].
Sustainable development can be promoted by innovation; by sustainable development, we mean adopting innovative strategies in tourism [22]. Defining innovation as a firm's "will to innovate" [8,42] represents the predisposition of a firm to contribute to the creation of new ideas, and to support experiments and creative processes that lead to the realization of new products or technological processes [8,43].
The necessary innovation for the survival of the family business in tourism depends not only on a constantly evolving environment but also on the presence of many actors offering shared products [8,44]. The literature investigation showed that the innovation driver is weaker within family businesses than non-family businesses [8,44], and this is due to non-economic factors such as aversion to risk, family conflicts [45] and closure towards external sources [25,46].
In the tourism industry, change comes in the form of product or service innovation, process, management, marketing and institutional changes [8,47,48]. Jacob et al., and Pikkemaat, define "product or service innovations as changes that represent novelties for the consumer and/or the company" [49,50]. Process innovations concern new production or delivery methods, or are characterized by significant improvements with the aim of obtaining greater productivity and efficiency; managerial innovations are based on internal collaboration, the guidance and growth of employees, or the guarantee of benefits and remuneration, aiming at employee retention, cost containment, greater job gratification and the creation of specialized resources [47,48,51,52]; marketing innovations consists in the introduction of a new marketing concept based on new approaches in product design, packaging, positioning and promotion [53]; finally, institutional innovations are based on the implementation of a new legal system and new industrial models [22].
With the multiplicity of categories related to innovation, there are few doubts about the importance of innovation in ensuring the long-term survival of businesses in the tourism [8,26,44,48].
In the literature there are also interesting aspects in terms of innovative drivers concerning technologies. The use of technologies-in particular new information and communication technologies (ICT)-guarantees the reduction of the gap between businesses and consumers [22]. At the same time, the use of marketing is limited to marketing functions, as in Lee & Shin (2015), in which the technological driver is based on storytelling intended as a marketing strategy, with the aim of promoting its products online and offering services in a network [54,55]. Furthermore, from a marketing point of view, the implementation of new ecological footprint innovations allow the consumer to be attentive to the environment, and at the same time guarantee the conservation of the environment itself [22,56,57]. Finally, neither innovation nor technology falls into these factors.
Moreover, it is possible to affirm that the literature on family businesses is characterized by the debate about the less innovative nature of family businesses compared to non-family businesses [58], despite the fact that, at the same time, the literature firmly agrees on the positive effect of innovation on financial performance [8,29,59].

Methodology
The desk-based research design consists in four main stages. These stages include several steps that are part of the method which was designed specifically to address the research question: "Can innovation variables be considered drivers for the implementation of sustainable practices?", as show in Figure 1. The study proceeded with the analysis of the identified lexicon and strategic keywords through the use of Automatic Text Analysis (ATA).
ATA uses qualitative approaches and empirical analysis based on phenomena in organized data. For this analysis, there is no need for numerical quantification. The most common approach used to conduct ATA is based on Grounded Theory; it does not precede the empirical research, and the study passes stepwise through the analysis of empirical data.
The use of ATA tools and vocabulary analysis were useful for identifying keywords. It allowed us to draw the main topics discussed and articles published in various periods to select those of interest; that is, those that contain innovation and sustainability aspects, in order to answer our research question concerning the identification of innovation variables to be considered drivers for sustainable development. In this context, a review of the case study-focused literature was an adequate and workable research methodology. The narrative approach-also known as storytelling-was using to develop the case study analysis.

Findings
Starting from the evidence highlighted in the literature, the results of our analysis showed a predominance of articles related to the sector of accommodation of the value chain. Therefore, in this part of the work, the objective is to show, based on the exploration of the articles resulting from our analysis, how the sustainability variable is applied within the accompanying sector, and at the same time, in relation to the latter, whether there are innovative elements.
The conceptual basis of the research purpose was inspired-as shown in Figure 2, based on [72]-by the concept that resources, capabilities and activities enable the creation of persistent The first step for this analysis consisted of a holistic approach to the identification of the research question and its correct formulation. After that, the second step consists in the method's exploitation. For this second phase, a systematic literature review was conducted. The systematic literature review overcomes the limitation of a more generally narrative review. After a comprehensive analysis of the main databases (Caspur, Scopus, Web of Science, and search engines Google-Books and Scholar), the authors choose to focus the analysis on the Scopus database. The analysis carried out for the systematic literature review conducted by the authors consisted in a preliminary investigation into case studies about the presence of sustainability drivers within family businesses in the tourism industry between 2015 and 2020, with the aim of identifying how strategy innovations could contribute to the adoption of sustainability practices (131 papers was isolated by the Scopus database).
Systematic literature review was defined by Kitcharoen (2004) as a form of secondary study with the aim of "identifying, evaluating and interpreting all available research relevant to a particular research question, or topic area, or phenomenon of interest" [60].
The desk-based research was conducted using bibliometric indicators. The selection of the items was made based on the presence of the words "family business" and "sustainability" and "family business" and "innovation". In this step, 35 papers that included case studies and application were analyzed.
From this study, we selected a total of 19 works in which sustainability and innovation variables were performed. The main result of this operation and the key variables extraction is shown in Table 1. Subsequently, some documents which were not focused on the analysis of a case study, and those that focused on strictly particular aspects, were exempted. A careful look at the 19 contributions clearly shows the preference and orientation for qualitative studies. This would be explained by the fact that the present search flow is quite recent. Only in seven contributions was the innovation variable highlighted as a guarantee of the presence of sustainability within the companies. Other variables have been identified.
The study proceeded with the analysis of the identified lexicon and strategic keywords through the use of Automatic Text Analysis (ATA).
ATA uses qualitative approaches and empirical analysis based on phenomena in organized data. For this analysis, there is no need for numerical quantification. The most common approach used to conduct ATA is based on Grounded Theory; it does not precede the empirical research, and the study passes stepwise through the analysis of empirical data.
The use of ATA tools and vocabulary analysis were useful for identifying keywords. It allowed us to draw the main topics discussed and articles published in various periods to select those of interest; that is, those that contain innovation and sustainability aspects, in order to answer our research question concerning the identification of innovation variables to be considered drivers for sustainable development. In this context, a review of the case study-focused literature was an adequate and workable research methodology. The narrative approach-also known as storytelling-was using to develop the case study analysis.

Findings
Starting from the evidence highlighted in the literature, the results of our analysis showed a predominance of articles related to the sector of accommodation of the value chain. Therefore, in this part of the work, the objective is to show, based on the exploration of the articles resulting from our analysis, how the sustainability variable is applied within the accompanying sector, and at the same time, in relation to the latter, whether there are innovative elements.
The conceptual basis of the research purpose was inspired-as shown in Figure 2, based on [72]-by the concept that resources, capabilities and activities enable the creation of persistent competitive advantages that are difficult to imitate and substitute by current or potential competitors [73]. The concept of sustainable development in tourism is therefore considered an innovation to support both economic growth, and at the same time, to guarantee environmental protection [22,74]. Concerning the creation of a sustainable business, family entrepreneurs are guided by several elements that make innovative changes, consisting of two points: resources and opportunities [24]. The resources of family businesses are acquired and exploited in different ways than resources that are not proper to the family [12,39]. These unique resources derive from the direct management of the family in the company; therefore, familiarity is an intangible factor that distinguishes family businesses from non-family businesses, and can represent a competitive advantage, but at the same time, these unique family resources can inhibit growth and therefore represent a disadvantage [12,75].The main objective for tourism companies is represented by financial performance [6], and a fundamental element which contributes to financial performance is the innovation factor [2,8].At the same time, innovative factors, such as the strong will to maintain the reputation of the family, the high level of communication between the members of the family, and the constant commitment to the company of the family members, are the enabling factors for innovation related to the family [25,76].Therefore, family dynamics are a relevant factor and must be kept under control in the management of innovation in family businesses [27]. Moreover, this shows how the different behavior and innovative approach of the different family businesses depends on socio-emotional factors, and therefore non-economic factors [25,77]. We can conclude that business development and family history are two related concepts that influence each other [28].
Another interesting aspect concerns the relationship between innovation and succession. It can be said that the involvement of the successor can act as a "catalyst for change" or innovation opportunities [25,78].In fact, defending one's family-based traditions and guaranteeing a legacy between generations represents an important non-economic objective of family businesses [36,79]. The innovation process is likely to occur after succession periods and changes of ownership within the family. In this context, in fact, the successors for the company represent new opportunities [80], resources, knowledge and information capable of implementing innovative forms [25,81,82].
The successor will aim for different objectives and will also be characterized by different conflicts [83]. The conflict represents a positive aspect, capable of overturning the rigid traditions characterized by beliefs and attitudes that hinder innovation [25,84]. The successor will also aim to create his own entrepreneurial reputation by changing the status quo [25,84].In conclusion, it is possible to affirm that the collaboration between generations represents an essential resource to orient the company towards an innovative approach, and it should be considered a real engine of innovation [25,85]. In the tourism industry, sustainable development is the main concern. Three dimensions of sustainable development were identified: economic, environmental and social [41]. These three dimensions allow companies to achieve greater productivity, and at the same time, allow the reduction of the use of resources and of environmental impact, and they attach an important value to innovation for the realization of sustainable development [22].
The concept of sustainable development in tourism is therefore considered an innovation to support both economic growth, and at the same time, to guarantee environmental protection [22,74].
Concerning the creation of a sustainable business, family entrepreneurs are guided by several elements that make innovative changes, consisting of two points: resources and opportunities [24]. The resources of family businesses are acquired and exploited in different ways than resources that are not proper to the family [12,39]. These unique resources derive from the direct management of the family in the company; therefore, familiarity is an intangible factor that distinguishes family businesses from non-family businesses, and can represent a competitive advantage, but at the same time, these unique family resources can inhibit growth and therefore represent a disadvantage [12,75]. The main objective for tourism companies is represented by financial performance [6], and a fundamental element which contributes to financial performance is the innovation factor [2,8]. At the same time, innovative factors, such as the strong will to maintain the reputation of the family, the high level of communication between the members of the family, and the constant commitment to the company of the family members, are the enabling factors for innovation related to the family [25,76]. Therefore, family dynamics are a relevant factor and must be kept under control in the management of innovation in family businesses [27]. Moreover, this shows how the different behavior and innovative approach of the different family businesses depends on socio-emotional factors, and therefore non-economic factors [25,77]. We can conclude that business development and family history are two related concepts that influence each other [28].
Another interesting aspect concerns the relationship between innovation and succession. It can be said that the involvement of the successor can act as a "catalyst for change" or innovation opportunities [25,78]. In fact, defending one's family-based traditions and guaranteeing a legacy between generations represents an important non-economic objective of family businesses [36,79]. The innovation process is likely to occur after succession periods and changes of ownership within the family. In this context, in fact, the successors for the company represent new opportunities [80], resources, knowledge and information capable of implementing innovative forms [25,81,82].
The successor will aim for different objectives and will also be characterized by different conflicts [83]. The conflict represents a positive aspect, capable of overturning the rigid traditions characterized by beliefs and attitudes that hinder innovation [25,84]. The successor will also aim to create his own entrepreneurial reputation by changing the status quo [25,84]. In conclusion, it is possible to affirm that the collaboration between generations represents an essential resource to orient the company towards an innovative approach, and it should be considered a real engine of innovation [25,85].

Empirical Evidence
In the case study analysis, it emerged that, within family businesses in the tourism industry, innovation is limited and is not the only driver to ensure sustainable development. Table 2 shows the main key variables and drivers identified by our analysis to ensure sustainable tourism development. Table 2. Key variables and drivers. Source: authors' elaboration.

Authors Variables and Drivers for Sustainability
Glowka and Zehrer (2019) [40] Glowka and Zehrer (2019) applying the "theory of the parts" to the development of sustainable tourism, identify the incorporation of the needs of the stakeholders in the objectives and in the corporate vision as a means of ensuring sustainability in the company. Tortora (2018) identifies a new approach represented by the possibility of obtaining a sustainable tourist experience in a city of art through the humanities: museums, paintings, statues, the history of some families represent an example of practices of responsibility for society and for the environment itself.
Kallmuenzer, A., Nikolakis, W., Peters, M., Zanon, J. [34] Kallmuenzer et al. (2018) show how in family businesses, particularly in the rural tourism sector, decision-making in terms of sustainability, once economic performance is ensured, is guided by ecological and social aspects and observations. The unique family resources and dynamics and the intergenerational nature of family businesses lead to a greater sensitivity of these companies to the social and ecological dynamics that manifest themselves in the decision-making process.

Discussion
The present study used a retrospective perspective to analyze the relationship between innovation and sustainability. The case study analysis and the research design contributed to our critical examination.
From the general results obtained from the systematic literature review, the direction of business strategies in this type of company towards sustainability is evident. The impact of innovative strategies was less evident. For this, the contribution of the case study analysis and the ATA helped the author to define the innovation variables and the extent to which they are present to guarantee sustainable development. In the same way, other variables than the innovative one which promote sustainable development have been identified (see Table 2). In fact, from the results, it seems evident that, in family businesses in the rural tourism sector, the decision-making process, in terms of sustainability, once economic performance was ensured, is guided by ecological and social aspects and observations [86]. The unique family resources and dynamics, and the intergenerational nature of family businesses, entails the greater sensitivity of these companies to the social and ecological dynamics that manifest themselves in the decision-making process [34,87]. Therefore, an analysis of tourism micro-enterprises emerges, and their current and future impact in terms of social, economic and environmental factors particularly favors sustainable development [2].
Moreover, the results show that resilient factors are a determining factor in sustainable development. An enterprise's resilience is essential to sustainable tourism management, for environmental, economic and sociocultural reasons, and for the survival of the business [12,70].
The long-term orientation is characterized by the intention to continue and maintain the family control of a company. It leads owners to direct their efforts towards long-term investments, such as sustainability practices, highlighting how sustainability is also fundamental for prosperity in this time horizon [36,71].
Furthermore, the importance of innovative practices combined with differentiation strategies for sustainability in tourism, and in particular in the B&B sector, has been underlined, especially when the market is saturated or the product is at the declining stage in its life cycle [24]. The results of our research show that innovation within family businesses is not very present, and is limited to branding strategies. The brand is intended as a means of improving the reputation of the destination [40]. Similarly, at the corporate level, the branding strategies implemented by the employer of a family business aim to solve an increasing risk related to the lack of manpower [40]. Moreover, in the tourism industry and in the hospitality sector, the marketing and branding function is associated with the logic of Corporate Responsibility, rather than sustainability, which seems to be more layered and integrated within organizations [87].
The results also show that we have barely explored and systematized in application models the links between the variables of sustainability and innovation.
Another important result can be seen from the small number of scientific contributions in which these elements are present, and how, even in the case studies, there are no relevant elements except in seven contributions (see Table 1).
Although the tourism industry has been considered a traditional and mature industry, the application of innovative strategies has shown that it could be an incremental resource for sustainable tourism development. Therefore, more research can be suggested to gain a better understanding of 'how' innovation could become an engine for implementing sustainable practices, and could eventually have a positive influence on tourism chains' income.

Conclusions, Limits and Future Research
With this contribution, we offer an overview of the implementation of sustainability practices in family touristic businesses, and the factors which determine their sustainable development. This study has limitations. The analysis was carried out over a 5year period from 2015 to 2020; therefore, in the future, replicating it would be advisable, in order to extend the research period. Furthermore, the choice and selection of the case study's object of analysis have been identified, taking into account the sustainability variable in relation to the innovation strategies; in the future, it would be advisable to extend the research by also taking into account other variables that push family businesses to adopt sustainable practices. The lack of theoretical basis is also highlighted by the limited number of case studies and empirical analyses in the field. Furthermore, the limited number of case studies makes it difficult for companies to understand how to innovate their business models, to design and implement alternatives, and therefore to evaluate and adopt the most appropriate.
In the future, it would also be desirable for authors to analyze a case study which is relevant to the work done.
Author Contributions: The authors contributed equally to this work and to its development. G.A. developed the research design, and G.C.E. analyzed the source and literature and conducted the case studies analyses. M.V. coordinated the study. S.P. and F.P. supervised the research project and carried out a detailed revision. All authors have read and agreed to the published version of the manuscript.