Concerns with growth have steadily advanced since the Limits to Growth report due particularly to human impacts on the natural environment. Since that time, neoliberal capitalism has become increasingly reliant on growth exacerbating these problems. The destructive outcomes of these strategies has led to a growing interest in degrowth. Analysts are examining how we can create economies that eschew a growth imperative while still supporting human thriving. Tourism as a key facet of capitalism is implicated in these issues and recent concerns with “overtourism” are only one symptom of the problem. This article presents a conceptual consideration of issues of degrowth in tourism. It examines current tensions in international mobility and argues just and sustainable degrowth will require greater attention to equity. This analysis suggests that essential to such an agenda is redefining tourism to focus on the rights of local communities and a rebuilding of the social capacities of tourism. This article argues for the redefinition of tourism in order to place the rights of local communities above the rights of tourists for holidays and the rights of tourism corporates to make profits.

The triple bottom line of sustainability has been the foundation to assess the overall performance of organizations in the hospitality sector. Family businesses are operating in a very competitive environment, and their practices are heavily scrutinised by stakeholders. This paper considers the value of action research in the field of family businesses in the hospitality sector through the prism of organizational learning. The focus of the research is to understand how a Scottish family business learns and implements corporate social responsibility and sustainability practices and how they embed the practices in their activities in a bed and breakfast. The family business used in this research is based in Paisley, Scotland. The use of action research enabled this research to follow a recurring spiral learning process of diagnosing, planning, acting, and evaluating to achieve organizational learning. The action learning contributed to re-thinking the communication between actors involved in the Scottish hospitality sector and family businesses to open a dialogue and produce norms and to contribute to knowledge about a new small-business social responsibility orbital framework.