Due to various ongoing environmental crises, there is an urgent need for sustainable solutions and initiatives, as it has become an imperative criterion for businesses to include in their operations. Further, the hospitality sector is a multibillion-dollar industry and has a great impact on not only the economy, but the environment as well. Therefore, the industry is transitioning increasingly fast, and incorporating greater actions to operate sustainably. It should be imperative for businesses to operationalise all facets (environmental, economic, and social) of sustainability within the organisation. However, previous literature has indicated that over the last decade, one solution has been presented to achieve this goal: the creation and implementation of the Sustainable Business Model. It is a concept, which would allow for the planning and organising, delivering, and obtaining value of a business in a sustainable structure. Whilst this concept has been adopted and applied in the business sector, there are still some uncertainties about how Sustainable Business Models are practised, and what makes them successful or not. In addition, there also still appears to be a lack of application in the hotel industry, and whether the implementation of this concept is viable and efficient towards operating sustainably. Therefore, this study addresses the lack of research by investigating the processes and implementation of a Sustainable Business Model in the context of a small luxury hotel group, through the perspective of Strategy-as-Practice as the main theory. The theoretical framework is this study, includes three theories (Strategy-as-Practice, Supply Chain Management and Green Supply Chain Management), however, Strategy-as-Practice is considered the main theory that serves as a foundation, and is also a branch of Practice Theory. With this theoretical framework, studying how individuals perceive Sustainable Business Models, and the activities performed within the industry, allows for this research to reveal the significance, skills, and competencies that enable the implementation of a Sustainable Business Model. This study was conducted through a qualitative approach, and gathered empirical data from three semi-structured interviews and a non-participant observation conducted in the hotel. The findings and analysis, backed by one case study, uncovered six themes, indicating that passion and personal interest along with the involvement of the practitioners (managers), time and allocation of financial investments are all key elements towards the practices related to the implementation of Sustainable Business Models in the context of a luxury hotel.

This case study examines how luxury fashion brands communicate their sustainability practices on the brands' sustainability page on the company's website and whether selected luxury fashion brands are greenwashing and bluewashing. The luxury brands selected for this study are Stella McCartney and Gucci, on the grounds that both brands have different types of businesses and approaches. To understand the context, this study uses the triple bottom line sustainability concept by Elkinton (1998), sustainable luxury fashion brands (Godart & Seong ,2017; Wiedmann et al., 2009; Joey et al.,2012; and Franco et al. 2019), greenwashing concept by Delmas & Burbano (2011) and bluewashing concept (Sailer et al., 2022). To conduct the analysis, this study uses textual, eco-lexicon categorization developed by Thomas (2008) and the categorization from Milanesi et al. (2022) is adapted for visual analysis and the sins of greenwashing by Terra Choice (2010) to see the potential of greenwashing. The results shows that Stella McCartney and Gucci sustainable communication serves as their marketing strategy which encourage purchase and therefore it is problematic. Both brands use vague, ambiguous words, terms, and certifications and lack of transparency. While the images are not yet seen as a potential tool to communicate sustainability initiatives. Even though the brands are known as sustainable fashion brands, the result demonstrates brands show irrelevancies and paradoxes between what the brands communicate and their actual practices ; therefore show potential greenwashing and bluewashing.