ABSTRACT
Purpose The COVID-19 pandemic has caused irrefutable devastation globally. Yet, academic and trade commentators have claimed that this disruption could have had a silver lining by presenting the fashion industry with the opportunity to reassess and rebuild in a slower, more considered way. Part of this reassessment, some have argued, may have been allowing the industry's pre-COVID sustainability buzz to come to fruition by nudging the fashion industry to go circular. This paper explores if, and how, the COVID-19 pandemic was (not) nudging the industry towards circularity using the case study of circular textiles. Design/methodology/approach Serial, semi-structured, qualitative interviews were conducted with three buyers and sourcers working for three UK-based fashion retailers. Each participant was involved in three interviews in June 2020 following the UK's first national lockdown. Findings The research findings suggest that, at the time this research was undertaken, these retailers were focussed on regaining profit, protecting their supply chains and producing "safe" designs whilst cutting back and becoming more risk averse. These actors suggested that, in contrast to the suppositions made by academic and media commentators, the COVID-19 pandemic was acting as a hindrance to circularity, not a helping hand, as retailers were less willing to invest in circular textiles at that time than they were pre-pandemic. Originality/value This paper offers valuable insight into the COVID-19 pandemic's impact on circular innovation within fashion retail whilst contributing to broader understandings of the principles of the circular economy within textiles and design.
ABSTRACT
This study aimed to examine the role of effective employee training in the sustainable growth and corporate social responsibility of hotels during the postpandemic period. An initial respondent pool was selected using purposive sampling, and 280 questionnaires were finally obtained by snowball sampling from September 2019 to February 2020. The sample was analyzed using basic statistical tests, the Pearson correlation coefficient, and multivariate regression. We then interpreted the sample data through consultation with scholars and practitioners in hotel management. Finally, the data were analyzed using multivariate verification. The results indicated that China Binhai Hotel could not foster consistent employee enthusiasm and fulfill its corporate social responsibilities during the postpandemic period due to deficiencies in its human resources training, employee benefit, job rotation, and incentive systems. We suggest for hotels to promote corporate culture, improve the system of promotion, increase employee benefits, and adjust the workplace environment and equipment provided to employees. These will improve employee attitudes toward hotel management, improve work efficiency, increase retention, and solve the problem of personnel shortage during the postpandemic period.