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Carbon villains? Climate change responses among accommodation providers in historic premises

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posted on 2025-08-06, 14:06 authored by Tim Coles, Claire Dinan, Neil Warren
Building stock is a major anthropogenic source of emissions contributing to global warming. Older buildings are conventionally portrayed as performing worse environmentally than more recent buildings. For a sector like tourism, which relies heavily on historic building stock, this raises questions about its ability to contribute to emissions reductions moving forward. This paper explores the relationship between the age and environmental performance of historic premises for small accommodation businesses in South West England, first by correlation analysis and then three extensive case-studies. It argues that the failure to integrate heritage buildings in tourism scholarship on climate change is a major lacuna. Empirically, no statistically significant relationship is found between environmental performance and the date when the original premises were first built. Far from being carbon villains, several ccommodation providers in older premises perform very well against environmental benchmarking schemes. Three types of heritage accommodation providers are identified on the basis of their perceived and actual levels of environmental performance. The paper concludes that heritage building stock of itself is no impediment to action on climate change. Guidance to tourism businesses in such properties should make them aware of this, and provide tailored advice to help them realise potential opportunities.

Funding

Economic and Social Research Council

European Regional Development Fund (2007-13)

RES-185-31-0046

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Notes

Copyright © 2016 Taylor & Francis This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Heritage Tourism on 25 September 2015 available online: http://www.tandfonline.com/10.1080/1743873X.2015.1082569

Journal

Journal of Heritage Tourism

Publisher

Routledge/Taylor and Francis

Language

en

Citation

Vol. 11 (1), pp. 25-42

Department

  • Management

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