Volunteerism and its Role in the Incentive Travel Market:

Perception and Use by Intermediaries and Companies

Residing in Germany

by Alin Keiger

School: Architecture and Built Environment

Course: MA Conference and Events Management

Module Code: 4TRS7A4

Module Title: Dissertation

Student No.: 12772458

Supervisor: Barbora Cherifi

Submission Date: 06/09/2011

UNIVERSITY OF WESTMINSTER

Declaration

Declaration

“This Dissertation is the work of Alin Keiger. All other contributors are

acknowledged in the text and listed in the bibliography.

Word count: 16481 words”

Abstract

4

Abstract

Incentive travel as a motivational tool in Germany is relatively novice and

sparsely researched. The international incentive travel industry currently faces a

trend to integrate social legacy initiatives during incentive trips. This is firstly

determined by the pressure for companies to operate in a social responsible

way. Secondly, increasing workforce changes have an impact on this trend. The

aim of this research paper is to investigate the trend of volunteerism as an

element of incentive travel in Germany. This is researched on intermediaries’ and

companies’ perception and use of volunteerism as an element of incentive

travel, whereby the performance of the German incentive travel market is taken

into consideration. Therefore a qualitative approach was selected. For data

collection two open-format questionnaires were designed to receive opinions

and attitudes of volunteerism as an element of incentive travel from

intermediaries and companies, residing in Germany. Findings show that the

trend of volunteerism as an element of incentive travel is perceived and used

very differently by intermediaries and companies. The past economic

performances have had an impact on the development of the incentive travel

market and thus on evolving trends, which seem to be in conflict with the trend

of integrating social activities on incentive trips. The forecasted, but slow

recovery of the incentive travel market appears to have the potential for this

trend in Germany, as also corporate social responsibility becomes of increasing

relevance to companies in Germany. Nevertheless, whether companies make use

of volunteerism during incentive trips and to what extent, this appears to

depend on their culture, requirements, e.g. budget and time, and corporate

social responsibility strategy. Recommendations are provided at the end of the

project.

Keywords: Incentive travel, voluntary work, corporate social responsibility, CSR

activities, volunteerism

Table of Content

5

Table of Content

Declaration .............................................................................................................. 3

Abstract ................................................................................................................... 4

Table of Content ...................................................................................................... 5

List of Tables ............................................................................................................ 8

List of Figures .......................................................................................................... 9

List of Abbreviations ............................................................................................. 10

Acknowledgement ................................................................................................ 11

1 Introduction .................................................................................................. 12

1.1 Aim and Research Questions .................................................................. 12

1.2 Rationale for this Research .................................................................... 12

1.3 Research Context .................................................................................... 13

1.4 Methodology .......................................................................................... 14

1.5 Structure ................................................................................................. 14

2 Literature Review .......................................................................................... 15

2.1 Incentive Travel ...................................................................................... 15

2.1.1 Buyers and Intermediaries .............................................................. 15

2.1.2 Definitions of Incentive Travel ........................................................ 16

2.1.3 Concept of Incentive Travel ............................................................ 17

2.1.4 Role of Incentive Travel for Companies .......................................... 19

2.2 Corporate Social Responsibility .............................................................. 20

2.2.1 Definition ......................................................................................... 20

2.2.2 Concept of Corporate Social Responsibility .................................... 21

Table of Content

6

2.3 Volunteerism in Relation to Incentive Travel ......................................... 22

2.3.1 Benefits of Voluntary Work............................................................. 25

2.3.2 Challenges and Problems of Voluntary Work ................................. 27

2.3.3 Considerations for Integrating Volunteerism into Incentive Trips . 29

2.4 CSR in Germany ...................................................................................... 32

3 Methodology ................................................................................................. 34

3.1 Qualitative Approach .............................................................................. 35

3.2 Selection of Method ............................................................................... 35

3.2.1 Secondary Research ........................................................................ 35

3.2.2 Primary Research ............................................................................ 36

3.2.2.1 Open-Format Questionnaires .................................................. 37

3.2.2.2 Sampling................................................................................... 38

3.2.3 Pilot study ........................................................................................ 40

3.2.4 Ethical Considerations ..................................................................... 41

3.3 Analysis of Qualitative Data ................................................................... 42

3.4 Limitations .............................................................................................. 43

4 Results ........................................................................................................... 44

4.1 Research Question One .......................................................................... 48

4.1.1 Primary and Secondary Data Results .............................................. 48

4.2 Research Question Two .......................................................................... 58

4.2.1 Primary and Secondary Data Results .............................................. 58

4.3 Research Question Three ....................................................................... 64

4.3.1 Primary Data Results ....................................................................... 64

4.3.2 Secondary Data Results ................................................................... 65

5 Discussion of Findings ................................................................................... 70

Table of Content

7

5.1 The Use of Volunteerism as an Element of Incentive Travel by Selected

German Intermediaries in Relation to Organising Incentive Travel for

Corporate Clients .............................................................................................. 70

5.2 The Perception of Volunteerism as an Element of Incentive Travel by

Selected German Intermediaries in Relation to Organising Incentive Travel for

Corporate Clients .............................................................................................. 74

5.3 The German Incentive Travel Market for Corporate Companies Residing

in Germany, Including Issues of Volunteerism as an Element of Incentive Travel

................................................................................................................ 78

6 Conclusions and Recommendations ............................................................. 82

6.1 Conclusions ............................................................................................. 82

6.2 Recommendations for the German Incentive Travel Industry .............. 83

6.3 Recommendations for Further Research ............................................... 84

References ............................................................................................................. 86

Appendices ............................................................................................................ 98

A Questionnaire to Intermediaries .............................................................. 98

B Questionnaire to Companies .................................................................. 101

List of Tables

8

List of Tables

Table 2.1: Benefits of voluntary work as an element of incentive travel ............. 26

Table 2.2: Challenges and problems of voluntary work as an element of incentive

travel ............................................................................................................. 29

Table 3.1: Overview of survey participants .......................................................... 40

Table 4.1: Type of agency as perceived by respondents ...................................... 44

Table 4.2: Overview of respondent from corporate company 1 .......................... 45

Table 4.3: Internal secondary data for research question one and two .............. 46

Table 4.4: External secondary data for research question one and two .............. 46

Table 4.5: External secondary data for research question three ......................... 47

Table 4.6: Demand by industry sectors and incentive travel participants ........... 49

Table 4.7: Examples of secondary research results on experiences .................... 50

List of Figures

9

List of Figures

Figure 2.1 Incentive travel buyers by sector ......................................................... 15

Figure 2.2: Five steps for a successful integration of CSR into events .................. 31

Figure 4.1: Overview of respondents from intermediaries .................................. 45

Figure 4.2: Average number of incentive trips without voluntary work executed

by German Intermediaries for German companies ...................................... 52

Figure 4.3: Average number of incentive trips including voluntary work executed

by German Intermediaries for German ........................................................ 52

Figure 4.4: Average number of incentive trips without voluntary work executed

by German Intermediaries for international companies in Germany .......... 53

Figure 4.5: Average number of incentive trips including voluntary work executed

by German Intermediaries for international companies in Germany .......... 53

Figure 4.6: Preferred destinations by Germany companies ................................. 56

Figure 4.7: Preferred destinations by international companies residing in

Germany ........................................................................................................ 57

Figure 4.8: Duration of incentive trips in Germany .............................................. 67

List of Abbreviations

10

List of Abbreviations

CC Corporate Citizenship

CSR Corporate Social Responsibility

CV Corporate Volunteering

ISO International Standard Organisation

IT Incentive Travel

MICE Meetings, Incentives, Conventions and Events

NPO Non-Profit Organisation

SR Social Responsibility

Acknowledgment

11

Acknowledgement

Herewith I would like show my appreciation towards all who have supported me

and therefore made it possible to complete this work.

In particular, I would like to thank my supervisor Barbora Cherifi, as I esteem her

patience and endorsement during this time. It was wonderful working with you.

A very cordial thanks is also given to my fiancé who was always there for me, for

any kind of assistance. Thanks for everything – I cannot put it into words what

you have been giving to me.

Last but not least a heartfelt thanks is given to Rob Davidson, a fantastic lecturer

and business tourism industry expert and the initiator of the author’s

dissertation idea.

Introduction

12

1 Introduction

1.1 Aim and Research Questions

This paper aims to investigate an internationally developing trend on the German

incentive travel (IT) market, namely volunteerism as an integral part of incentive

trips by companies and intermediaries, including the performance of the IT

market in Germany for this trend. For this paper the following research questions

have been developed.

1. How do selected intermediaries in Germany use voluntary work as an

element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

2. How do selected intermediaries in Germany perceive voluntary work as

an element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

3. How does the German incentive travel market perform for corporate

companies residing in Germany, including issues of voluntary work as an

element of incentive travel?

1.2 Rationale for this Research

Increasing emphasis is put on researching the MICE (Meetings, Incentives,

Conventions and Events) industry, conceptually and empirically for several

reasons, including identifying trends (Weber & Chon, 2002). The MICE industry is

a relatively young industry but maturing at rapid rate (Rogers, 2008; Weber &

Chon, 2002). Topics about corporate volunteering (CV) are gradually more

studied because of rising discussions on corporate social responsibility (CSR), i.e.

companies and organisations are ever more prone to operate in socially

responsible ways (McWilliams & Siegel, 2001; Mikkila & Toppinen, 2008; Barth et

al., 2007). Volunteerism as an element of IT is apparently a relatively young

trend. Thus, only current literature of the last decade, e.g. (Davidson, 2010 c;

Gillis & Spring, 2001; Kotler & Lee, 2005) has been found.

Introduction

13

The respective research questions were established because there is a need for

investigating the following aspects. Firstly, there is a need for further research on

the German IT market, especially in relation to volunteerism as not much has

been explored. To be more precise, there are only two direct studies about the

German incentive market available, which can be considered as valid. Therefore,

the author attempted to put attention on the German IT market and seeks to

explore the current state of the market, perceived and used by companies and

intermediaries, focusing on the trend to integrate voluntary work on incentive

trips. Additionally, the author attempts to identify a comprehension on this trend

in general while evaluating the potential operativeness of this trend for

Germany.

1.3 Research Context

This academic research encompasses various disciplines, which are in the field of

economics, tourism respectively business tourism and sociology. Incentives,

including IT, play a particular role within the MICE industry as part of the overall

business tourism industry (Weber & Chon, 2002; Davidson & Cope, 2003). A

pioneer in the incentive sector is the USA. To this day, occurring trends in the

incentive travel market mostly emerge from the USA (Davidson & Cope, 2003).

The trend of leaving a social legacy at IT destinations arises due to increasing

corporate social responsibility considerations and workforce changes (Lenhart,

2008; Ruby, 2007 b; Davidson, 2009). Companies use social events during

incentive trips as measures for showing their actions and at the same time to

increase business performances, by motivating employees as CSR becomes a

motivational tool (Bertelsmann Stiftung, 2010; Scovil, 2011).

In addition, the researched topic faces challenges and issues with regard to

definitions and terminology (Weber & Chon, 2002). Many terms used within this

paper are equivalent in its meaning. CSR is an overall term describing a wide

range of potential activities for organisations. With reference to this work, often

the term CSR activity is used. For this, several synonym words exist and are

Introduction

14

continuously employed due to the multi-disciplinarity of this work. Examples are:

voluntary work, social projects, volunteerism, voluntourism, and social legacy

initiatives.

1.4 Methodology

The approach chosen for this dissertation is qualitative. To set up the basis of this

paper, a literature review is conducted, including the use of books, journals,

press articles, and online sources. Primary research is conducted in form of two

online standardised open-format questionnaires. Secondary research, both

internal and external data is analysed to rejoin the established research

questions. For data analysis, a manual method was applied according to a

thematic analysis, which was also used for secondary data analysis.

1.5 Structure

Following the introduction, the literature review deals with establishing a

comprehension about the IT market in general in correspondence to the focus of

the research. Therefore, intermediaries and buyers of the IT market are

presented as well as the concept of IT is introduced and the role of using IT from

companies’ perspectives. Since CSR in business is the overall term used for one’s

commitment to socially responsible behaviour, the concept of CSR is

subsequently introduced. Additionally, volunteerism in relation to IT in general is

presented, focusing on its emergence, its benefits, challenges and problems. In

the following, potential suggestions are outlined of how to overcome the

challenges and problems. Due to the geographical focus of the research, the

concept of CSR for Germany is finally introduced. Chapter three then outlines the

methodology used, including the limitations for this research paper, followed by

results presentation of the collected and analysed data. Subsequently, in chapter

five the findings are discussed, while putting emphasis on answering the

developed questions under research, whereby inferences between the research

questions are not excludable. Finally, conclusions and recommendations are

drawn.

Literature Review

15

2 Literature Review

2.1 Incentive Travel

2.1.1 Buyers and Intermediaries

The industry sectors spending money in incentive travels hardly change from

year to year (Davidson & Cope, 2003). In general, the major buyers are the

automotive, financial service, pharmaceutical, office equipment, electronic and

consumer durable sectors (The European, 1995, cited in Davidson and Cope,

2003; Roythorne, 2010). A global research carried out by IRF (2009) names

roughly the same markets (Figure 2.1). Consuming incentive travel by corporate

companies is related to remaining competitive in the market (Davidson & Cope,

2003; RDA, 2010).

Figure 2.1 Incentive travel buyers by sector

Source: IRF (2009)

The USA is still the biggest buyer market and the leading trend setter affecting IT

trends (Davidson & Cope, 2003), after Europe with Germany, France, the U.K.

and Italy (Davidson & Cope, 2003; Joppe et al., 2002).

20.2%

18.8%

16.1%

15.9%

15.7%

13.4%

0.0%

0% 10% 20% 30%

Automotive dealer

Electronic Computer/Component …

Commercial Banking

Insurance Agency/Brokerage

Pharmaceutical …

Telecommunication Reseller

None of the below

Literature Review

16

Intermediaries are external agencies which organise IT programmes or offer

incentive-related services to their clients (Davidson & Cope, 2003; Swarbrooke &

Horner, 2001; Selling Communications, Inc., 2004). They vary in size and range of

services offered, from full-service, including the design and execution of the

programme as well as promotion services to assisting with the incentive trip and

offering travel arrangements (Davidson & Cope, 2003). Such intermediaries can

be incentive travel houses, travel agents (Davidson & Cope, 2003; Holloway et

al., 2009) and cruise lines (Selling Communications, Inc., 2004). Moreover,

business travel agencies, Destination Management Companies and Destination

Marketing Organisations are used (Davidson & Cope, 2003). Swarbrooke &

Horner (2001) add event management agencies as incentive travel organiser.

Intermediaries are used, because the process of organising an IT programme is

very complex, interfering with buyers and suppliers (Davidson & Cope, 2003;

Holloway et al., 2009).

2.1.2 Definitions of Incentive Travel

One issue and challenge in the business tourism industry are the varying forms of

definitions and terms used, aggravating research and data collection and

comparability (Rogers, 2008; Weber & Chon, 2002). The MICE industry

comprised four industry components – meetings, incentives, conventions and

events. Often the acronym “MICE” is used as a generic term in research,

although the four components describe different activities (Weber & Chon, 2002;

Rogers, 2008). Furthermore, for each MICE component varying definitions exist.

The term incentive travel is no exception (Weber & Chon, 2002). Davidson &

Cope (2003, p. 161) claim that “one of the difficulties involved in collecting data

on incentive travel arises from the questions of what exactly constitutes an

incentive trip”. It is often not distinguishable which corporate events can be

classified as incentive trips as they often include incentive elements (Davidson &

Cope, 2003; Davidson & Rogers, 2006).

Literature Review

17

Companies often see IT programmes as both a motivational and management

tool (Witt et al., 1992). Definitions focus on either of these aspects. For example,

Wason (1990, cited in Witt et al., 1992) defines that IT ”uses the promise,

fulfilment and memory of an exceptional travel related experience to motivate

participating individuals to attain exceptional levels of achievement in their

places of work” (p. 276). In contrast, Westwood (1990, cited in Witt et al., 1992)

stresses the management aspect and defines IT as “offering the reward of a visit

to a highly desirable destination in return for meeting clearly defined and

attainable objectives within a fixed programme period” (p. 276). According to the

Site (NA, cited in Davidson & Cope, 2003), IT is “a global management tool that

uses an exceptional travel experience to motivate and/or recognise participants

for increased levels of performance in support of organisational goals” (p. 158).

2.1.3 Concept of Incentive Travel

Incentive travel is widely perceived as a powerful motivational tool (Joppe et al.,

2000) and recognized as the highest motivational reward programme, topping

cash and merchandise rewards in business today (Cottrell et al., 1999; Davidson,

2010 c; Gaia, 2008). Incentive trips for the employees are entirely on the

company’s expenses (Davidson & Cope, 2003; Holloway et al., 2009). The

programme involves transportation (Fischer, 2000), accommodation,

entertainment, food and beverage functions, and spectator or participative

events (Davidson & Cope, 2003; Davidson & Rogers, 2006).

An incentive trip can either be performed individually or as a group (Davisdon &

Cope, 2003; Holloway et al., 2009). Generally speaking, sales people, who

participate in an incentive trip, have won a competition about selling the most

units the company produces, within a given period of time (Davidson & Cope,

2003). It is, therefore, considered as a reward programme that is exclusive,

luxurious and provides memorable experiences. It is supposed to be different to

up-market package holidays or to those available that individual holidaymaker

can afford (Davidson & Cope, 2003; Fischer, 2000; Jeffrey & Shaffer, 2007).

Literature Review

18

Most authors agree that incentive trips are mostly undertaken by employees of

the company’s sales force in order to increase performances for better outcomes

that are critical to business operations and growth (Davidson & Cope, 2003;

Holloway et al., 2009; Gaia, 2008; Shinew & Backman, 1995; Joppe et al., 2002;

IRF, 2008). However, this is changing and companies use approaches to focus on

all employees to be successful in the market (Joppe et al., 2002). For example: to

suppliers, buyers, independent sales force and product managers (CAT

Consultores Asociados EN TURISMO, 2003). The sales staffs are still the

traditional audience for IT, but increasing attention is paid to non-sales staff,

according to Joppe et al. (2002). It is also claimed that planners of IT programmes

should consider the rewarded employee’s influence by spouses/partners

(Davidson & Cope, 2003; Shinew & Backman, 1995; Fischer, 2000).

“As with any market, fashion changes” and so do IT destinations (Fischer, 2000).

Site (2010 b) survey shows that the top three destinations are currently Africa,

Hawaii, and China. Recent years have shown a decline in budget for incentive

trip, tight programmes, and shorter durations due to the financial crises,

recovering slowly (Scofidio, 2010 c; Site, 2011; Alonzo, 2010; IRF, 2011) but

needs to be treated with caution (IRF, 2011). Many companies increasingly

include business/meeting elements in their IT programmes, because of taxation

issues (Grimaldi, 2011; Davidson & Cope, 2003). Furthermore, a top incentive

trend for 2011 is related to CSR (IRF, 2010; IRF, 2011). “CSR is the third most

important driver of employee engagement overall, incorporating elements of

sustainability into programs moving forward will be crucial.” (IRF, 2011, p. 4).

However, exotic and luxury rewards are still a significant element of IT by

providers and users obviously reflecting the wants of their target group,

according to Site (2010 b). More about CSR/volunteerism in relation to IT is

discussed in section 2.3.

Literature Review

19

2.1.4 Role of Incentive Travel for Companies

From the management perspective, an IT programme is a cost on the company’s

expenditures substantiated by tangible and intangible benefits the programme

implicates. Tangible benefits are related to financial criteria, positively

influencing the company financially (Severt & Breiter, 2010). Intangible benefits

are related to those positively impacting the company internally, e.g. it improves

retention, builds motivation, and provides employee recognition (Severt &

Breiter, 2010). Witt et al. (1992) and the IRF (2009) list further reasons for

companies’ involvement in IT. Reasons include facilitating communications and

networking opportunities particularly with company executives, fostering

corporate culture and social interaction, generating enthusiasm for the following

business period, starting new and maintaining relationships and advancing

loyalty to the company.

Motivated employees create a substantial competitive advantage that finally

leads to an increase in sales and revenue of the company (RDA, 2010; Deloitte,

2011). Additionally, Severt and Breiter (2010) found out that recognition given is

a significant aspect in the incentive programme to motivate employees. Hansen

et al. (2002, p. 72) highlights, “as long as recognition and reward, and the

corresponding motivational process, are treated as a single phenomenon,

advancements in employee motivation will not be forthcoming”. Thus, both

reward (the incentive trip) and retention of recognition on an incentive trip are

important motivational factors (Severt & Breiter, 2010). Additionally, travel as a

tangible incentive serves as a reminder, i.e. memories and pictures of the

employee’s performance (Jeffrey & Shaffer, 2007).

Literature Review

20

2.2 Corporate Social Responsibility

2.2.1 Definition

CSR is also known as corporate citizenship, corporate volunteering (CV),

corporate philanthropy, corporate responsibility and sustainability (Gourgue,

2010; Bundesministerium für Arbeit und Soziales, NA; Reputation Institute,

2010). The topic around CSR has had different meanings and definitions until

2010. Even in research, different definitions are used, often in accordance to

their research scope. According to Falck & Heblich (2007, p. 247), “CSR is

regarded as voluntary corporate commitment to exceed the explicit and implicit

obligations imposed on a company by society’s expectations of conventional

corporate behaviour”. The EU-Commission (2009) defines CSR “as a concept

whereby companies integrate social and environmental concerns in their business

operations and in their interaction with their stakeholders on a voluntary basis”

(p. 1). In other words, CSR involves companies acting voluntarily and beyond the

law, and fulfilling legal obligations to achieve or to rise to social and

environmental challenges (European Commission, 1995-2010; Fuchs, 2010).

Due to inconclusive definitions and meanings of CSR, the International Standard

Organisation (ISO) has developed an international, non-certification standard

regarding guidance on social responsibility (SR), published in November 2010

(ISO, NA a). “It is intended for use by organisations of all types, in both public and

private sectors, in developed and developing countries, as well as in economies in

transition. It will assist them in their efforts to operate in the socially responsible

manner that society increasingly demands.” (ISO, NA a). The ISO has developed

this standard on ‘social responsibility` instead of ‘corporate social responsibility’

as it intends to be guidance for all types of organisations (ISO, NA a). ISO

Secretary-General Rob Steele highlights “the principles of corporate social

responsible are really the principle of social responsibility” (ISO, NA c).

Literature Review

21

2.2.2 Concept of Corporate Social Responsibility

The concept of CSR has changed its focus many times in the last fifty years

(Perrini, 2005). CSR becomes increasingly important to organisations and

companies (ISO, NA b; Pinchera, 2008 a; Gatehouse, 2009; Scholtens, 2008; Levis,

2006; McWilliams & Siegel, 2001; Mikkila & Toppinen, 2008; Basil et al., 2011;

Barth et al., 2007; Reputation Institute, 2010).

The pressure for operating in a socially responsible manner comes from

consumers, customers, governments, associations (ISO, NA a; Scott, 2005) and

the public (Arvidsson, 2010; ISO, NA a), as well as from suppliers and employees

(McWilliams & Siegel, 2001; Scott, 2005). While corporate scandals have also

increased social and ethical commitment, companies focus more on CSR in

corporate communication (Arvidsson, 2010; Falck & Heblich, 2007). As a result,

often “companies engage in CSR activities to avoid negative impacts instead of

being driven by a will to make a social betterment or acting in accordance with

what is fundamentally believed to be right to do” Arvidsson (2010, p. 339).

Further authors (Pinchera, 2008 a; Gourgue, 2010; Davidson, 2009) reinforce

that as ‘greenwashing’, i.e. companies claiming CSR initiatives without

foundation.

CSR comprises the “triple bottom line”, meaning people, planet and profit, which

companies must respect in their activities (Davidson, 2010 a; Pinchera, 2008 a;

Gourgue, 2010) that also “encompasses social awareness, and community

support” (Pinchera, 2008 a). Organisations realise that “lasting success must be

built on credible business practices and the prevention of such activities as

fraudulent accounting and labour exploitation” (ISO, NA a). Corporations are

socially and ethically accountable towards their stakeholders, who play an

important role in the concept of CSR (Reputation Institute, 2010; Perrini, 2005;

Rogers, 2008; ISO, NA b). Additionally, CSR can be considered as an efficient

management strategy and can be a significant factor in the company’s success,

as the market rewards social activities of enterprises (Falck & Heblich, 2007).

Literature Review

22

Since there is a standard developed for CSR, the author will only focus on this in

order to remove ambiguity, which evolved in the last decades.

ISO 26000 intends to encourage organisations to do the following:

“to go beyond legal compliance, recognizing that compliance with law is a

fundamental duty of any organisation and an essential part of their social

responsibility. [...] In applying ISO 26000, it is advisable that organisation

take into consideration societal, environmental, legal, cultural, political

and organisational diversity, as well as differences in economic conditions,

while being consistent with international norms of behaviour” (ISO, NA d).

The topic of CSR is a very complex one and the ISO 26000 is a guidance to look at

the principles and objectives of SR and enables those applying these in their own

organisation (ISO, NA c). However, it “is not intended to prevent the development

of national standards that are more specific, more demanding, or of a different

type” (ISO, NA d).

2.3 Volunteerism in Relation to Incentive Travel

Not all luxury travellers or tourists can be without a sense of guilt when travelling

to a developing country, e.g., to Vietnam, knowing that there are people who do

not earn the kind of money that luxury tourists spend on as little as one meal

(Arnold, 2010). Doing something good for the people at IT destinations becomes

a trend that is described by Davidson (2010 b; 2009). There are two factors

driving this trend. One is the issue of CSR that companies increasingly need to

take into consideration. The other aspect is related to the changing attitude of IT

participants, who are members of the Generation Y, an increasing younger

workforce. These people are unsatisfied with the flamboyant consumption that

often categorises incentive trips, especially when such travels take place to

disadvantaged and impoverished destinations. Not only the employees but also

entire businesses (Reputation Institute, 2010) have the desire to make a

difference and give something back to the locals or unprivileged people

(Davidson, 2010 b; Davidson, 2010 a; Gossein, cited in Pinchera, 2008 b; City of

Literature Review

23

London, 2010). Additionally, those participating in volunteer projects have the

motivation to develop new skills for future career opportunities (Deloitte, 2011;

City of London, 2010). CSR is now increasingly recognised as a driver for

motivating employees, resulting in business benefits (Scovil, 2011).

Davidson (2010 c) highlights the year 2008 when Generation X (born between

1965-1980) and Y (born between 1981 and 1999) was able to out-vote Baby

Boomers (born between 1946-1964). “As these two generations become

increasingly represented in business, the media, and public life, their values,

attitudes and lifestyles are gradually replacing those of the previous generations”

(Davidson, 2010 c, p. 117); also agreed by Twenge et al. (2010). Both, Generation

X and Generation Y, also called Generation Next, Echo Boomers and others, “like

previous generations before them, are finding at times difficulty to work side by

side because their experiences, goals, and expectations differ” (Kogan, 2001).

Generation Y is characterised among many others as open-minded to diversity,

fair, and social conscious. They also desire a work-life balance, and thus, opposed

to previous generations in manifestation (Davidson, 2010 c). In contrast,

altruistic work values, e.g. helping and societal worth are as much in favour as

with previous generations, according to Twenge et al. (2010). In contrast, many

other authors characterise Generation Y as highly socially-conscious, more than

other generations (Cone, 2006; Tulgan & Marting, 2001; Needlemann, 2008 cited

in Twenge et al., 2010; Deloitte, 2011; Reputation Institute, 2010).

The characteristics and the differentiation in values and attitudes of the

Generation Y in comparison to previous generations have an impact on the

organisational operation of companies (Davidson, 2010 c; Ruby, 2007 c; Twenge

et al., 2010) and in the participation of conferences and incentive trips

(Davidson, 2010 c). In summary, Generation Y likes to be more actively involved

(ValueOptions, NA; Davidson, 2010 c; Fishman, 2007) at the design stage of

conferences and incentive trips (Davidson, 2010 c; Pink cited in Scofidio, 2010 a).

Furthermore, they are more concerned of environmental issues and SR, i.e.

Literature Review

24

reducing negative impacts on nature and the human environment (Davidson,

2010 c). Regarding the former, it helps to understand Generation Y’s needs, to

better recognise them and to give the trip more meaning, e.g. including

volunteer work elements, hence rethinking incentives and other motivational

schemes (Davidson, 2010 c; Pink cited in Scofidio, 2010 a). It is claimed that the

old form of motivation “does not work for today’s self-actualized workforce [...]

in the long-term as it narrows people’s focus, stifle creativity and can actually

cause people to cut corners in a way that hinders the success of a company rather

than enhances it” (Pink cited in Scofidio, 2010 a). Contrary are findings by Pagani-

Tousignant (2011), which show that older workers also like to be engaged in

volunteering opportunities than most companies might expect. This is because

they have skills, know-how, experiences, and free-time and still like to learn.

Therefore understanding older workers becomes also significant (Pagani-

Tousignant, 2011).

Incentive travel planners focus more on leaving a lasting social legacy at the

destinations when organising an IT programme (Davidson, 2010 b). Real and

potential examples of social legacy initiatives are stated by Davidson (2010 b;

2010 a) and Gatehouse (2009). Those include raising money for a local charity,

e.g., at the event’s gala dinner. As a result, the tourists can enjoy the tours while

knowing that their money benefits the local community. Further social legacy

initiatives include, taking a day or half-day to work directly on a project, e.g.,

landscaping the garden of a local retirement home, constructing a library in a

village school, maintaining classrooms for underprivileged children, and many

others.

There is only very little direct research and information available in terms of

volunteerism as an element of IT. However, the IRF (2010) study on incentive

trends found out that more than half of their respondents request CSR as part of

the motivational programme sometimes, while 26% never had requested it, 16%

request it often and 7% every time. Volunteering is increasingly demanded by

Literature Review

25

companies and their employees (Pinchera, 2008 b; Lenhart, 2008; Wickrema,

2010; Basil et al., 2011) and becomes part of IT (Davidson, 2009; Lenhart, 2008;

Wickrema, 2010). A Site study shows that CSR is seen as important but 55,7% do

not included CSR activities in IT (Site, 2011). Voluntourism has become of great

magnitude in upscale leisure travel; the incentive industry inclines to pursue the

trends (Lenhart, 2008). Additionally, community volunteer projects for incentive

groups are versatile, so the visiting destinations (Lenhart, 2008; Site, 2010 d).

Moreover, Lenhart (2008) states that “the motivational and performance

improvement objectives behind incentive travel are well served by incorporating

a charitable effort into the agenda”. However, such services are often

underestimated (Pinchera, 2008 a).

2.3.1 Benefits of Voluntary Work

Companies can create a profound impact on communities life and living at the

destination and the industry when CSR activities are used effectively (Pinchera,

2008 b; Davidson, 2009) in order to overcome greenwashing issues (Wickrema,

2010).Volunteer initiatives have a great impact on people/employees, e.g. it is

personally fulfilling, inspiring and imparts moral satisfaction (Pinchera, 2008 a;

Amrhein, 2009; Davidson, 2009; Pinchera, 2008 b; Lenhart, 2008; Deloitte, 2011).

Moreover, it adds additional value to the experiences of the trip by means of

definitions in general (Wickrema, 2010) and leave lasting memories (Keenan,

2010).

It brings benefits for the company, the employees, the community (Pinchera,

2008 a; Deloitte, 2011; Reputation Institute, 2010; Porter & Kramer, 2002), the

destination, the intermediaries and companies’ stakeholders (Amrhein, 2009;

Porter & Kramer, 2002). Resulting benefits include strong loyalty among

employees towards their company (Gatehouse, 2009; Davidson, 2010 b; Deloitte,

2011), and a boost in motivation by employees (Amrhein, 2009; Pink cited in

Scofido, 2010 a; Spinkle & Maines, 2010; Deloitte, 2011), resulting in e.g.

retention of employees, and sales generation (Reputation Institute, 2010;

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Parbotheeah et al., 2004). Furthermore, promise of loyalty by customers,

promise of money for investors (Amrhein, 2009), a growing positive reputation

and image of companies (Gatehouse, 2009; Davidson, 2010 b; IMUG, 2006; Gillis

& Spring, 2001; Weber, 2008; Deloitte, 2011; Reputation Institute, 2011) and the

business tourism industry are recognized benefits (Davidson, 2009).

With regard to potential chances for intermediaries, Amrhein states (2009) that

there are only a few advantages in comparison to the others involved. Such

chances can be positive media coverage received through the supply and later

through the demanding company. Additionally intermediaries can use it to for a

new positioning in the market towards sustainability and fair tourism and to

increase its level of awareness in the market (Amrhein, 2009). Table 2.1

summarises the benefits.

Benefits

MICE Industry Improvement of image perception

Employees Fulfilling/ Motivational

Loyalty towards company

Additional experience on the trip

Leave lasting memories

Stakeholders Promise of loyalty by customers

Promise of money for investors

Companies Image and reputation enhancement

Employee retention and loyalty

Increase in sales and other business benefits

Intermediaries Positive media coverage

Opportunities for a new market positioning

Awareness in the market

Communities On life and living

Table 2.1: Benefits of voluntary work as an element of incentive travel

Source: Own illustration according to various authors referenced within section

2.3.1.

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2.3.2 Challenges and Problems of Voluntary Work

Although voluntary work as an element of IT entails potential chances,

challenges, problems and impacts should be considered before committing to a

programme (Amrhein, 2009). An article (Gandhi, 2011) on voluntourism claims

that the help cannot be guaranteed to be meaningful as some critics deem that

volunteer’ needs may have a higher priority over the communities’ needs.

Whether such a programme during an incentive trip is reasonable, depends on

the travel length and the type of destination (Amrhein, 2009). Consequently,

these two factors determine the type of volunteer programme during an

incentive trip (Amrhein, 2009). Additionally, there are problems considered with

transience, i.e. moving in and out of projects and local unemployment because

people perform jobs for free while a local might be paid to carry out the duty

(Gandhi, 2011). Questionable are also the impacts the trip actually entails, e.g. an

trip is not economically reasonable if the distance and the duration to the

destination is not proportional to the CO2 emission as this may have a higher

negative impact than the IT participants intend to do something good at the

destination (Amrhein, 2009).

Moreover, IT is considered as prestige and hence less communicated through the

media because of received negative perception about the incentive and/or MICE

industry (Amrhein, 2009; Wickrema, 2010; Keenan, 2010; Welch, 2011; Scofidio,

2009). However, in correspondence to charity work incentive travel may be less

affected by negative media coverage and can create new perceptions of the

MICE, including incentive industry and employees can still be rewarded

(Amrhein, 2009; Wickrema, 2010; Keenan, 2010).

By intermediaries it is often claimed that organising giveback activities involves

time and money (Lenhart, 2008; Hall, 2011; Davidson, 2009; Keenan, 2010), as

well as it is a challenge to find an activity for hundreds of attendees that benefits

the local community in a given period of time (Lenhart, 2008; Hall, 2011; Daniel,

cited in Keenan, 2010). Additionally, with regard to duration of incentive trips

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Amrhein (2009) found out that most incentive trips range from two to six days,

while volunteer tourism offers are hardly available under three days; most of

them last between seven and fourteen days. Moreover, organisers may have

difficulties in convincing corporate companies to volunteer on incentive trips as

corporate clients may perceive it as additional work because the programme is

considered as a reward for employees (Lenhart, 2008). Options giving of CSR

projects are helpful (Keenan, 2010; Site, 2010 d), however pushing companies to

a projects is not an appropriate way as the project needs to fit to the companies

culture (Keenan, 2010; Site, 2010 d). As well as fostering trust and cooperation

among the various people on incentive trips may not be in harmony to make a

volunteer project work (Lenhart, 2008). Moreover, no interest in volunteering by

employees may be a barrier, although only about 17% of Generation Y in a

conducted study has mentioned it (Deloitte, 2011). Issues may already occur

when tracing the volunteer programme because there are rogue programme

suppliers on the market, not taking the beneficence serious, exploiting the

various components involved (Amrhein, 2009).

Additionally, Clemmons (2005 a) highlights that risk and lack factors have a

debilitating effect on developing voluntourism projects for the MICE industry.

Risk issues include, liability risk, safety risk of clients/guests, risk of event or

project failures and risk of client dissatisfaction. Lack factors include, lack of

knowledge or understanding how to produce and manage significant CSR events

effectively (Keenan, 2010; Clemmons, 2005 a). In addition, unfamiliarity, lack of

suppliers and lack of financial resources are claimed by MICE professionals

(Clemmons, 2005 a). Moreover, “many non-profit organisations (NPOs) do not

understand how, nor do they have the resources, to work with incentive groups

[...]. As well as it does not match their goals and needs” (Site, 2010 d, p. 2). Table

2.2 summarises the challenges and problems.

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29

Challenges and Problems

Meaningfulness cannot be guaranteed

Volunteer' needs vs. communities' needs

Reasonableness depends on duration and type of destination

Transience

Danger to foster local unemployment

Perception issues of IT industry

May not be economically reasonable

Time and cost

Finding the right activity

Duration issues

Client and employee issues and challenges

Rouge programme suppliers

Risk and lack issues by intermediaries and NPO's

Table 2.2: Challenges and problems of voluntary work as an element of incentive travel

Source: Own illustration according to various authors referenced within section

2.3.2.

2.3.3 Considerations for Integrating Volunteerism into Incentive Trips

As a consequence of the above mentioned obstacles it is recommended to

research any trip with care, applying a sensitive approach (Gandhi, 2011;

Lenhart, 2008; Davidson, 2009; Amrhein, 2009); consulting local historians and

organisations, so that the charitable activity fits into the local heritage (Lenhart,

2008). A company acting socially responsible should consider choosing an area of

responsibility that coincides with their business goals and products, marketing

campaign and stakeholder wishes (Kotler & Lee, 2005; Barth et al., 2007).

Incentive travel could be inserted into an already existing CSR strategy of a

company, possibly in the long-term, in alignment with the corporate culture and

companies core objectives (Amrhein, 2009, Keenan, 2010). Therefore, setting the

right focus to where and how to integrate CV (Porter & Kramer, 2002). Site (2010

d) names factors to take into consideration before setting up a CSR project, such

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as destination and goals, age and physical fitness of participants, budget, activity

preferences by participants and whether locals shall be involved.

The pointed out risk and lack factors can be mitigated for example through a

specific insurance, information provision to participants, acquisition of

knowledge and familiarity for the particular type of voluntary project

(Clemmons, 2005 b; Clemmons, 2005 c). Furthermore, it is important to be

flexible and open minded, to discuss concerns, wants and needs in advance,

especially in relation to the mentioned issues with NPOs (Site, 2010 d).

Moreover, it is suggested to achieving a concrete understanding of Generation

Y’s needs and interests, in order to keep them motivated and satisfied within the

workplace (Davidson, 2010 c; Pink cited in Scofidio, 2010 a; Deloitte, 2011) and

to maintain the future success of various business event sectors, including the IT

sector (Davidson, 2010 c). Yet, an effective IT programme depends on the design

and execution appealing to Generation Y (Davidson, 2010 c). However, previous

generations’ needs ought to be considered as well, as they are still active in the

workforce (Davidson, 2010 c; Pagani-Tousignant, 2011).

Additionally, charitable projects should be communicated as “voluntary options

and scheduled in such a way that attendees still have plenty of time for leisure

activities” (Lenhart, 2008). There are many projects that can be conducted under

these conditions (Katz, cited in Lenhart, 2008). Hall (2011) states, that it is often

sensible to donate money to a charity which allocates the money appropriately.

This is also claimed by Davidson (2009) as the most common way to leave a

legacy for short trips. However, each company needs to evaluate the

reasonableness by itself or in cooperation with the organiser (Amrhein, 2009).

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Figure 2.2 shows five steps of how CSR activities can be successfully integrated

into event and live-communication measures, including incentive trips (Sans,

2010).

Figure 2.2: Five steps for a successful integration of CSR into events

Source: Own illustration, according to Sans (2010).

• This is the simplest1.

Enthusiasm for the Ideas

• Budget and timeframe

• Number of participants

• Obtain commitment

2.

Check Underlying Conditions

• Get a professional partner on board

• Permits and legal regulations

• Patience and pacing with the NPOs

• Needs of the organisation's focus

3.

Research, Research, Research

• The high art: Integrating business competences of participants

• Ensure continuity and sustainability

4.

Develop an Approach Suitable for the

Customers

• You need to ache to do something5.

Joy and Authenticity

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2.4 CSR in Germany

The concept of CSR has become a phenomenon in Germany since the 1990s

(Habish & Wegner, 2004; Matten, 2005; Falck & Heblich, 2007). Due to the

development of CSR in America, the American concept of CSR encounters certain

conditions in Europe, different to those in America with regard to

implementation and utilisation of CSR (Pleaon GmbH & IFOK GmbH, 2008). As a

result of globalisation, CSR has increasingly gained relevance (German Federal

Government, NA). Globalisation also makes companies less constrained by

society’s basic order than in the past, due to different country regulations and

laws (Falck & Heblich, 2007).

Discussions on CSR in Germany have only attracted reluctant public effectiveness

in comparison to the European neighbour countries (Habish & Wegner, 2004;

Pleaon GmbH & IFOK GmbH, 2008; Falck & Heblich, 2007), but it has increased

within the past years (German Federal Government, NA). It is stated that German

companies are confronted with the topic of CSR at their international sites as

well as through the reporting requirements and Investor Relations (Habish &

Wegner, 2004). In addition, Matten (2005) claims the external pressure, e.g.

efforts in standardisation by the EU, conformation to best practice approaches,

and the professionalisation of manager occupations, as being factors which

influence discussions on CSR in Germany. As a result, international companies,

residing in Germany have higher CSR standards in their headquarter country than

in their overseas branch (Matten, 2005). Conversely, many German companies

with an overseas branch show stronger SR than in their original national social

environment (Matten, 2005).

Regional CSR initiatives were initiated by organisations. However, many of them

failed in their efficiency (Habish & Wegner, 2004). The German Federal

Government states, that there is a lack of visibility towards the various CSR

activities by German companies as well as there is no clear German CSR-Profile

domestically and abroad (German Federal Government, NA). According to a

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study by the IMUG (cited in Sans, 2010) 80% of German companies perceive CSR

as important to be embedded in the company. About 32% claim that it is

integrated in an overall strategic CSR concept. 67% of the corporate respondents

believe that CSR will gain importance in the future. 40% like to intensify the

commitment. However, less than 1% of German companies integrate CSR in live

communication measures (Sans, 2010).

As stated by the ISO, the developed ISO 26000 does not prevent developing

national standards (ISO, NA d). The German Federal Government (2010)

published an action plan for CSR in October 2010. With this action plan, the

German Federal Government intends to consolidate and increase SR of

enterprises and public institutions as it is a basic element of the social market

economy in Germany (German Federal Government, 2010) and an interaction

between politic, economy and society (German Federal Government, NA). With

regard to the ISO 26000, this standard on SR is not for certification purposes,

according to ISO (NA a). However, German companies have raised a request of

confirmation by an external certification authority. Therefore the BDI (Federal

Association of the German Industry) fears that it could become a certification

standard and thus a marketing tool, resulting in high costs for companies

(Henkel, 2010).

Corporate Volunteering or Corporate Citizenship as a component of CSR

practices is claimed to be an increasing trend by companies residing in Germany

(Habish & Wegner, 2004; Bertelsmann Stiftung, 2010), also because there seems

to be no legal or fiscal obstacles in the way (Habish & Wegner, 2004).

Bertelsmann Stiftung (2010) has developed a guideline on CV in cooperation with

German companies, about planning and measuring CV as it is an integral part of

SR of companies. Actions to be taken exist in a wide range; not all initiatives are

suitable for every organisation (BDA, NA; Bertelsmann Stiftung, 2010), resulting

in employee motivation, customer loyalty, fostering company’s reputation and

awareness (Bertelsmann Stiftung, 2010).

Methodology

34

3 Methodology

The aim of this research is to investigate the trend of volunteerism as an element

of incentive travel in Germany. The perception and use of voluntary work as an

element of incentive travel by German intermediaries and buyers is explored,

including the performance of the German IT market for corporate buyers.

In order to reach the aim, the following research questions have been

developed, and their way of how to approach them is explained in the next

sections. Holliday (2007) refers to the use of research questions as a method to

reduce the richness and the complexity of the chosen topic to a few precise

assertions. Research questions help to clarify the purpose of the research,

enabling the researcher then to make decisions about assessing a research

design (Patton, 1990).

Research Questions:

1. How do selected intermediaries in Germany use voluntary work as an

element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

2. How do selected intermediaries in Germany perceive voluntary work as

an element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

3. How does the German incentive travel market perform for corporate

companies residing in Germany, including issues of voluntary work as an

element of incentive travel?

Methodology

35

3.1 Qualitative Approach

Qualitative research involves “an interpretive, naturalistic approach” without

comparing events in terms of measurement or amounts (Thomas, 2003, p. 1).

Qualitative research aims to develop an understanding of the context and to

discover underlying motives (Altinay & Paraskevas, 2008; Kumar, 2008).

Respondents have the possibility to illustrate the concepts from their

perspectives (Altinay & Paraskevas, 2008). Therefore, the selected issues under

study and the collected data is a more in-depth and detailed representation

(Altinay & Paraskevas, 2008; Patton, 1990) that allows collecting comprehensive

information about a smaller sample (Veal, 1997; Patton, 1990). The disadvantage

of qualitative inquiry is that it reduces generalisability (Patton, 1990). Data

collection and analysis take time and resources and are perceived as difficult

(Altinay & Paraskevas, 2008).

Due to the exploratory nature of this research, respondents have the possibility

to express their own opinion and perspectives. Thus, a qualitative approach was

chosen. A further motive for choosing a qualitative method was the expectedly

small number of study participants. Additionally, this approach allows gathering

detailed data in order to answer the research questions.

3.2 Selection of Method

3.2.1 Secondary Research

Most secondary sources of information are sources of data already available or

collected by someone else for one’s own research (Smith, 2010; Veal, 1997).

However, so called administrative data is also available. This kind of data is often

unpublished but it can provide quicker answers to particular research questions

and is rather cost-efficient (Veal, 1997). Saunders (2009) refers to documentary

data, including e-mail correspondence and public data sets, written and non-

written materials, frequently used.

Methodology

36

Secondary data, both internal and external is used to facilitate answering the

research questions, e.g. in form of including, website analysis, and survey

reports. Website analysis was conducted in order to retrieve data about

intermediaries offering social activities during incentive trips. However, there

seem to be relatively less intermediaries in Germany who directly promote

volunteerism as an element of IT on their website, thus it was not possible to

analyse further websites. The type of secondary data used is stated in chapter

four.

3.2.2 Primary Research

There are various data collection techniques available; however, not all

techniques are suitable for the respective purpose of research (Altinay &

Paraskevas, 2008; Ghauri & Gronhaug, 2002). For this research paper,

questionnaires were chosen to collect data. Questionnaires are among the most

popular methods of collecting data (Altinay & Paraskevas, 2008; Ghauri &

Gronhaug, 2002). Furthermore, questionnaires are rather inexpensive (Altinay &

Paraskevas, 2008). Additionally, there are different ways with regard to

questionnaire administration, which are face-to-face contact, postal contact and

online contact (Altinay & Paraskevas, 2008). As with any other method, online

administration has advantages and disadvantages (Altinay & Paraskevas, 2008).

An advantage is that it can be completed quicker than research-administered,

e.g. face-to-face interviews. A significant disadvantage is that responses and

understanding difficulties of the questions cannot be clarified (Altinay &

Paraskevas, 2008).

However, in this case, an online contact was chosen, due to limited resources

such as time and money, because the author was the only person conducting the

research and not capable of travelling to the respondents, as they are

widespread around Germany.

Methodology

37

3.2.2.1 Open-Format Questionnaires

A questionnaire can be used to collect different types of data, such as opinions

(Thomas, 2003), behaviours, attitudes, and attributes (Altinay & Paraskevas,

2008; Ghauri & Gronhaug, 2002). It enables the researcher to find out, for

example people’s perception about a particular subject (Kumar, 2008). The

advantage of the usage of open-format questions is to gather data which are

rich, detailed and variable in content (Altinay & Paraskevas, 2008). It also allows

participants to respond in an unconstraint way and in their own words (Fischer &

Buglear, 2010; Smith, 2010; Bradburn et al., 2004). Therefore, it enables the

researcher to comprehend and capture opinions from others without

predetermining certain points of view or answers, by selecting questionnaire

categories in advance (Patton, 1990; Veal, 1997). Disadvantages are, for instance

the richness of the collected date needs summarizing to reduce the complexity of

the data (Bardburn et al., 2004). Furthermore, open-format questions make the

analysis of the findings more complicated (Altinay & Paraskevas, 2008; Patton,

1990).

Although there are many disadvantages, open-format questionnaires were

chosen, because of the already mentioned advantages: the possibility to collect

rich and detailed data and because of the opportunity for the participants to

answer in an unconstraint way (Altinay & Paraskevas, 2008; Fischer & Buglear,

2010; Smith, 2010). For the purpose of this research, open-format questionnaires

were considered as most suitable, also because there is little contemporary

research done. With reference to the title of this dissertation consisting of

wordings like “perception” and “use”, it becomes obvious that opinions and

attitudes are demanded, thus open-format questions are most appropriate. The

questionnaire is based on the literature review and on the research questions in

order to receive valid data to rejoin the research questions.

Methodology

38

Data was collected by sending out two different standardised questionnaires by

email to the previously contacted company and intermediaries, residing in

Germany who agreed to fill in the questionnaire. The email contained a hyperlink

that held the questionnaire, as suggested in Fischer & Buglear (2010) and Brace

(2008). It is therefore a web-based survey (Smith, 2010). The online survey was

conducted by the software LimeSurvey v1.85 with a self-created survey

template. One type of questionnaire (Appendix A) was sent to intermediaries, in

order to assemble responses to research questions one and two. The other type

of questionnaire was delivered to the company, which is supposed to answer

partly research question three (Appendix B). Although the research focus lies on

the perception and use of voluntary work as an element of incentive travel, the

questionnaire, in particular for the companies was in such a way designed to

allow companies which have not conducted charitable activities on incentive

trips to participate.

3.2.2.2 Sampling

Sampling is a process that involves choosing the right timing, location and people

to send the questionnaire (Smith, 2010). The chosen study population is referred

to as a sample (Smith, 2010). There are a number of sampling concepts available,

which represent either a probability or a non-probability sample (Ghauri &

Gronhaug, 2002; Altinay & Paraskevas, 2008). Sampling enables the research to

“draw conclusions regarding the entire population” (Altinay & Paraskevas, 2008,

p. 89). The smaller number of participants is more time-efficient, less costly

(Altinay & Paraskevas, 2008; Ghauri & Gronhaug, 2002), more accurate, and

manageable since the researcher is able to better control the number of

elements (Altinay & Paraskevas, 2008).

Methodology

39

For all questionnaires a ‘convenience sampling’ method was chosen, although it

is a non-probability technique (Altinay & Paraskevas, 2008; Smith, 2010) and can

be highly biased (Altinay & Paraskevas, 2008). However, it eases the process of

sampling because the selection of participants is determined by convenient

accessibility (Altinay & Paraskevas, 2008; Smith, 2010; Ghauri & Gronhaug,

2002). Furthermore, obstacles, such as time and cost, must be considered

(Altinay & Paraskevas, 2008; Smith, 2010).

Additionally, the method of ‘snowball sampling’ was used after experiencing

difficulties in contacting corporate companies, residing in Germany (section 3.4).

Snowball sampling works well for a small number of potential respondents and is

useful when access to a sample is limited (Smith, 2010). Nevertheless, snowball

sampling is also classified under the category of non-probability sampling

(Altinay & Paraskevas, 2008; Smith, 2010). Furthermore, it is a difficult method to

reach participants because the researcher may be unaware of a network

connection (Jennings, 2010).

With regard to the sampling process, the sample was contacted from April 2011

until August 2011. A sample size of about six companies and six intermediaries

were chosen. Companies that were identified as the major buyers of IT (IRF,

2009; Davidson & Cope, 2003; Roythorne, 2010) were aimed to be reached. In

total, about 480 potential participants were contacted. Finally, one corporate

company agreed to participate. Furthermore, seven intermediaries agreed to act

as respondents. Regarding the intermediaries, there was one person asked to fill

in the questionnaire designed for those responsible for planning/organising

incentive trips for corporate clients. For companies, the person responsible for

planning incentive trips at their company was asked to complete the

questionnaire. Table 3.1 summarises the sample size. More information about

the participants is given in chapter four.

Methodology

40

Name Type of Company Sample Size (in person)

Intermediary 1 Intermediary 1

Intermediary 2 Intermediary 1

Intermediary 3 Intermediary 1

Intermediary 4 Intermediary 1

Intermediary 5 Intermediary 1

Intermediary 6 Intermediary 1

Intermediary 7 Intermediary 1

Company 1 Corporate Company 1

Table 3.1: Overview of survey participants

3.2.3 Pilot study

A pilot study is the testing of a questionnaire prior to embarking the data

collection procedure (Veal, 1997, p. 194). The purpose of a pilot is among other

to test the questionnaire wording, the sequence of the questions and the layout

(Veal, 1997). Blaxter et al. (2010) add that it helps to find out how well the

chosen research techniques and methods work in practice, and as a

consequence, the questionnaire can be modified if necessary.

The first pilot study for the corporate company questionnaire was carried out

with an expert on the incentive travel market. Consequently, the order of the

questions was partly changed as well as a clearer structure was applied, i.e.

simplistic, single questions rather than a mass of many questions in one were

designed to produce a better understandable questionnaire. Additionally, some

questions were modified in order to keep the research focus. Moreover, the

layout was adjusted to make it more comfortable for the participants to read and

write when filling in the survey. The questionnaire for the intermediaries was

designed much later, due to appearing difficulties (section 3.4). The research

instrument was the same as for the other questionnaire. Thus, experiences were

transferred from the first pilot study to the intermediary questionnaire.

Nevertheless, a pilot study was conducted with an expert. As a result, the

content did not need much alteration. However, some questions were added,

some deleted or changed respectively to the research questions.

Methodology

41

3.2.4 Ethical Considerations

Ethical considerations within the field of research have become significant due to

various factors, such as the legislative alteration in data protection (Jennings,

2010; SRA, 2003). Ethical issues also apply to ways of accessing people and

organisations and data collection (Saunders, 2009). Researchers are supposed to

apply an appropriate code of conduct or ethical guidelines of research in order to

protect the rights of human and non-human subjects (Jennings, 2010), i.e. aiming

at doing good and reducing harm (Orb et al., 2000; Saunders, 2009). Researchers

carry the responsibility for their actions that entails “thinking about the

consequences of one’s actions upon others” (SRA, 2003, p. 7). Ethical correctness

when gaining access to participants, using a qualitative method can be achieved

by, e.g. allowing sufficient time, becoming familiar with the sample, and

supplying an account of purpose (Saunders, 2009). Ethical responsibility is an

ongoing process impacting various stages of the research process (Orb et al.,

2000; Sauders, 2009)

For this research ethical issues were considered, for example in terms of

accessing people at the beginning of the research process. Therefore, the author

has made herself familiar with the different people and organisations to contact.

Whether the respective organisations were actually suitable for the survey was

not always predictable. Firstly, survey requests were mostly send by e-mail,

providing a clear account of purpose and requirements. Sufficient time for a

response, about two weeks were mostly given, taking into account their required

time to process the request and holiday periods, before contacting again if

necessary.

Methodology

42

3.3 Analysis of Qualitative Data

A qualitative method generates large volumes of data (Patton, 1990; Altinay &

Paraskevas, 2008). “Data analysis is the process of bringing order, structure and

meaning to the mass of collected data.” (Ghauri & Gronhaug, 2002, p. 137). In a

more precise way, Altinay & Paraskevas (2008, p. 167) state that “qualitative

data analysis is the conceptual interpretation of the dataset as a whole, using

specific analytic strategies to convert the raw data into logical description and

explanation of the phenomenon under study”. Different procedures exist for

analysing and interpreting the collected set of data (Patton, 1990; Jennings,

2010). However, there is the danger of overdoing the coding process, what may

lead to a quantitative paradigm (Jennings, 2010) as well as errors can occur

(Altinay & Paraskevas, 2008).

For this purpose, a thematic analysis was employed. “The interactive nature of

analysis allows recognising important themes” (Sauders, 2009, p. 488) emerging

through data analysis and subsequently organising them (Holliday, 2007). “The

formation of themes represents the necessary dialogue between data and

researcher, which emerges from and then helps to further make sense of the

data, and then to provide a structure of writing” (Holiday, 2007, p. 94). As with

the analysis of quantitative data, there are computer software programmes

available to facilitate the analysis of qualitative data (Ghauri & Gronhaug, 2002;

Miles & Huberman, 1994). The themes in this research arose from the raw

questionnaire data, which were, however manually organised and theme

headings given in relation to the respective research questions. Secondary data

was also analysed according to emerging themes.

Methodology

43

3.4 Limitations

Due to the low response rate and the applied research instrument, the results

cannot be treated as representative, nor are they generalisable. As the author

was the only person researching, only a limited number of intermediaries and

companies could have been selected. Besides that, temporal limitations

occurred, which made it impossible to contact a greater number of participants.

Initially, for this research the focus was set to investigate companies and their

employees. Due to a low response rate, those, who denied participating, did so

due to time or resource constraints, no interest in this research topic or because

incentive travel for employees is not a component in their company.

Additionally, often specific internal company guidelines disallow participating in

external surveys. As a result of the low response rate, the designed

questionnaire for the employees had to be omitted. Due to this, alternative ways

of getting data were necessary. Thus, collecting data through intermediaries has

broadened the focus of the research.

Lack of conducted research and information for this topic on the German market

aggravated secondary data collection and specific research findings. Financial

issues also affected the choice of method, thus questionnaires were only carried

out online and not face-to-face, that may have had implications in data

collection. Finally, collected data was translated from German to English, thus,

errors in meaning may have occurred.

Results

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4 Results

The following chapter presents the findings from primary as well as secondary

research. The subsequent sub-section reflects the research questions which shall

be rejoined, corresponding to emerged themes during data analysis.

Primary research information about the respondents from the intermediary

survey is summarized in Table 4.1 and Table 4.2. The type of agency as perceived

by respondents is stated in Table 4.1 and additional information in Table 4.2. This

information applies also to research question one and two.

Even

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Intermediary 1 (I1) X X X X

Intermediary 2 (I2) X X X X X X

Intermediary 3 (I3) X X

Intermediary 4 (I4) X1 X X

Intermediary 5 (I5) X X

Intermediary 6 (I6) X

Intermediary 7 (I7) X X

Table 4.1: Type of agency as perceived by respondents

1 Incentive Travel Ship

Type of agency as

perceived by respondents

Intermediaries

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Figure 4.1: Overview of respondents from intermediaries

Primary research information about the corporate company from the company

survey and the respondent is summarised in Table 4.2, applying to research

question three.

Type of company Pharmaceutical and biotechnological company

Location Global headquarter in the USA and internationally represented in several countries, including Germany

Respondent position in the company

Manager of the Congress Management and Public

Respondent age 42 Respondent’s gender Female

Table 4.2: Overview of respondent from corporate company 1

46 45 44 45

3432 31

0

5

10

15

20

25

30

35

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45

50A

ge [

year

s]

Male Female

Co

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/Sh

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lead

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Secondary research data, both internal and external for research question one

and two is presented Table 4.3 and Table 4.4. The internal data received from a

German intermediary, preferred to remain anonymous.

Internal secondary data

Name of intermediary: Intermediary in Germany (Anomy)

Type of source: Power Point Presentation

Citation: (BUSINESS & NATURE, NA)

Table 4.3: Internal secondary data for research question one and two

External secondary data

Name of intermediary: BUSINESS & NATURE GmbH

Type of source: Website

URL: http://www.business-nature.de

Location of intermediary: Munich, Germany

Citation: (BUSINESS & NATURE, NA)

Name of intermediary: Hirschfeld Touristik Event GmbH & Co. KG

Type of source: Website

URL: http://www.hirschfeld.de

Location of intermediary: Erfurt, Germany

Citation:

(Hirschfeld Touristik Event GmbH & Co. KG,

2000-2011) and (Hirschfeld Touristik Event

GmbH & Co. KG , NA)

Name of intermediary: Zeitwandel - Travel & Charity Movements

Type of source: Website

URL: http://www.zeitwandel.net

Location of intermediary: Oberstaufen, Germany

Citation: (Zeitwandel, 2011)

Table 4.4: External secondary data for research question one and two

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External secondary data for research question three is represented in Table 4.5.

It has to be acknowledged that two studies (IMEX, 2007 a; IMEX, 2009) are not

solely representing the German market. It is rather an EU cross-country survey

but with strong responses from Germany.

External secondary data

Name of secondary data Market Analysis of Incentive Travel in Germany

Citation: (Kirstges, 2001)

Name of secondary data 2010 Study of the German Incentive &

Motivational Travel Market

Citation: (Site, 2010 a)

Name of secondary data

How German and International Buyers View

Meetings and Incentive Travel Options in

Germany - A New Poll by IMEX

Citation: (IMEX, 2007 b)

Name of secondary data Site – Incentive Travel Factbook 2007: Pan-

European Resport

Citation: (IMEX, 2007 a)

Name of secondary data Site – Incentive Travel Factbook 2009: 5th

Annual Pan-European Report

Citation: (IMEX, 2009)

Type of source: Report

Name of secondary data Corporate Volunteering in Deutschland (CV in

Germany)

Citation: (Müller & Stahl, 2011)

Table 4.5: External secondary data for research question three

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4.1 Research Question One

The first research question was formulated as follows.

How do selected intermediaries in Germany use voluntary work as an

element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

4.1.1 Primary and Secondary Data Results

Differences between Companies

Differences between companies are related to differences between German

companies and international companies, residing in Germany. Questions were

continuously asked to whether the survey participants perceive differences

between the mentioned types. Respondents did not perceive significant

differences affecting the use of volunteerism during IT. Only I5 referrers to

project issues and states “depending on the company’s domicile abroad, projects

can be of interest, which are unattractive for Germany as arrival and departure is

different”.

Demand

The demand theme is related to both the industry sectors, where companies,

who use incentive travel, come from and from which divisions’ IT participants

come from resp. the job ranking that was listed. This is presented in Table 4.6.

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Industry Sectors Participants

Automotive (I1, I2) Sales force (I1)

Auditing (I1) In case of automotive: customer service employees (I1)

Publishing (I1) Middle Management (I2, I3, I6)

Trade (I1) Upper Management (I2, I3, I6)

Pharmacy (I2) No limits, depending on the company’s structure (I5)

Medical (I2) “Normal” employees (I6)

Financial Institutions (I6) Executive boards (I1, I6)

Insurance Companies (I6) All areas (I7)

Service Provider (I6)

Diverse Industries (I3, I4, I5, I6, I7)

Table 4.6: Demand by industry sectors and incentive travel participants

As there were no differences visible between German companies and

international companies, it was not further divided.

Experiences

With reference to executing incentive trip with elements of voluntary work,

some respondents have either no experiences due to no enquiries from

companies (I4), or have made an attempt at offering incentive trips with

voluntary work towards corporate companies, though with negative response

from corporate clients (I1,I2). Intermediary 2 for example states: “’Good idea, but

we are not allowed to do it’. This is the almost stereotype answer, which we

received from national clients as we have offered a project in cooperation with a

foundation.” I5 has just started her business in 2011, thus has not a lot of

experiences but “sees not a big difference to ordinary incentive trips as in

cooperation with the regional Destination Management Company everything will

be planed and organised in detail”.

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I6 has had experiences with it and states “despite great interest by clients, the

organisation of such events/incentives is pretty difficult, as the recipients (e.g.

social associations, kindergartens) of such achievements are often disapproved of

executing an event”. I7 has also had experiences in executing CSR activities on

incentive trips, such as “building a playground for disabled aid organisation and a

football pitch for youth institutions”. In addition, when integrating CSR activities

they “were usually conducted for half a day until maximal one day (out of three

to four days). Until now the results were always positive. The participants return

and talk about the CSR activity first and not about the five-star hotel” (I7).

Secondary data findings show that German intermediaries have experiences with

volunteerism during IT. Nevertheless, experiences seem to be limited due to the

small number of identified websites. Table 4.7 shows these examples.

Examples on Experiences

A trip to South Africa was executed for 200 managers of an international

pharmaceutical company in 2010. On one day, the managers were divided into

15 groups, i.e. projects were they have cooked meals for 6000 children, built

two play grounds and a basketball court. Additionally they have worked out

marketing strategies in workshops in cooperation with the aid organisations on-

site, visited HIV-Hospices and installed a solar and battery-powered night-time

illumination at the community centre. (German Intermediary, NA)

A house constructing trip to Poland, i.e. building houses for unprivileged, low-

income people living in poor housing situations domestically and international in

cooperation with a non-profit organisation, namely ‘Habitat for Humanity e.V.’

Such a trip was executed for Daimler Financial Services, headquartered in

Germany. (Hirschfeld Touristik Event GmbH & Co. KG, NA)

Zeitwandel (2011) offers for example an incentive trip to Madagascar in co-

operation with the non-profit organisation “Madagaskar und Wir e.V.” engaging

in projects to overcome social problems at the destination, regarding education

and health.

Table 4.7: Examples of secondary research results on experiences

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Types of Social Commitment

When it comes to the type of social commitment, which companies might prefer

I1 names social commitment “with local reference to subsidiaries or factories”,

while I2 claims donations, because “they are easy to contrive, and additional

value in terms of marketing is very high when properly communicated”. I5 refers

to “support for children, education, and involvement in problem cases, e.g.

drinking water and in development, e.g. help for self-help.” I6 states that “many

would like to do something with humans, especially for children, for example

facilitating a climbing tower for a kindergarten or renovating an orphan home”.

I7 names also working with children. Additionally, “ecological projects are in the

ascendant, e.g. cleansing a piece of woodland or planting a new forest plantation

area” (I6).

Yearly Number of Incentive Trips

The average number of conducted incentive trips per year is summarized in

Figure 4.2 to Figure 4.5. Hereby, categories were developed in order to see a

difference between German and international companies in Germany. These

categories are respectively incentive trips without voluntary work and incentive

trips including voluntary work.

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Figure 4.2: Average number of incentive trips without voluntary work executed by German Intermediaries for German companies

Figure 4.3: Average number of incentive trips including voluntary work executed by German Intermediaries for German

12.55 3

150

0

> 150

10

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20

40

60

80

100

120

140

160

I1 I2 I3 I4 I5 I6 I7

Nu

mb

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of

Ince

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rip

s

Intermediaries

Number of incentive trips without voluntary work for German companies

0 0 0 0 0

5 5

0

2

4

6

8

10

I1 I2 I3 I4 I5 I6 I7

Nu

mb

er

of

Ince

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rip

s

Intermediaries

Number of incentive trips including voluntary work for German companies

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Figure 4.4: Average number of incentive trips without voluntary work executed by German Intermediaries for international companies in Germany

Figure 4.5: Average number of incentive trips including voluntary work executed by German Intermediaries for international companies in Germany

12.55 1

100

> 150

5

0

20

40

60

80

100

120

140

160

I1 I2 I3 I4 I5 I6 I7

Nu

mb

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of

Ince

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rip

s

Intermediaries

Number of incentive trips without voluntary work for international companies, residing in Germany

0 0 0 0 0

5

2

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6

8

10

I1 I2 I3 I4 I5 I6 I7

Nu

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of

Ince

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rip

s

Intermediaries

Number of incentive trips including voluntary work for international companies, residing in Germany

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Incentive trips with an element of voluntary work were rarely executed for

German companies and for international companies, residing in Germany. Only

intermediary 6 and 7 have made use of CSR activities as an integral part of IT,

about five trips per year. Intermediary 5 has not executed incentive trips yet, as

she started her business in 2011. Intermediary 6 has stated that they mediate

1600 incentive trips per year to their external partner for whom they promote

and consult IT. Therefore, the represented numbers in Figure 4.2 and Figure 4.4,

shows >150 for both German and international companies residing in Germany.

Additionally, they do not distinguish between German companies and

international companies, residing in Germany, therefore the numbers given are

taken as an average for both.

Duration

Despite the fact that some respondents had no experience in the actual

execution of voluntary work as an element of IT, they only assume the average

duration of such trips. These assumptions vary between two and three days.

According to I1, “the trip might not be longer with CSR activities”.

Intermediaries with experiences have a different view on duration issues. I5

declares that due to her alleged knowledge incentive trips with voluntary work

“can last from five days to two weeks. However, criterion such as time of arrival

and departure, the types of projects/ the work that can be made with regard to

the NPO must be considered. Furthermore, the demand of the company, i.e. how

strong is their desire for integration and how much time can the company with

their employees invest should be taken into account. Depending on criteria

considerations, a difference to ordinary incentives exist, or even not”. I6 states a

duration of “one day but rather for teambuilding activities. Travels abroad for

multi-day project are usually longer in duration than “ordinary” incentive trips,

lasting at least one week, otherwise three to four days”. I7 states that the

“duration is mostly restricted to three to five days, no matter CSR is integrated”.

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Websites of Intermediaries (Hirschfeld Touristik Event GmbH & Co. KG, 2000-

2011; Zeitwandel, 2011) show that incentive trips with elements of voluntary

work last four to five days at least. Another trip was executed within three days

to South Africa (BUSINESS & NATURE, NA).

Role of and Preferred Destinations

The importance of selecting a destination by companies when considering

voluntary work as an element of the trip could not have been directly answered

by some intermediaries due to a lack of experiences. I1 thinks that “it certainly

depends on the specific client requirements”. In contrast, the experienced I7

declares: “Independent from the destination, there are always institutions one

can support.” I2 believes that in general the distance to the destination is

important and states “as little time difference as possible, already three hours

(Emirates) could be too much. Arrival “over night” is better than losing a

workday”. However, I5 states “that it plays a role in terms of whether the

destination is a developing country, an area of conflict, whether infrastructure is

available in such countries, as well as it depends on arrival and departure time”.

Experienced I6 believes that “it depends on the duration of the planed event

(one-day, multi-days and more). The greater the time-budget the further away

the destination can be. The budget plays a role here, as arrival is often a great

element of the costs, particularly by air journeys. Of course, good accessibility

should be given, because participants will otherwise spend too much energy on

that being absent during the event”.

Additionally preferred destinations by corporate companies were stated by the

surveyed intermediaries, differentiating German (Figure 4.6) and international

companies residing in Germany (Figure 4.7).

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Figure 4.6: Preferred destinations by Germany companies

Preferred destinations by German companies

"No specific ones, there are no real trend destinations

currently" (I1). "Southern Spain. South

Africa, because most

flights are over night" (I2).

"Not far away and safe" (I3).

"We do only offer Oslo/

Norway" (I4)

"Brasil and South America are in fashion"

(I5).

"Germany" (I6)

"Europe & Africa" (I7)

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Figure 4.7: Preferred destinations by international companies residing in Germany

Preferred destinations

by international companies in

Germany

"No specific ones, there are no real

trend destinations currently" (I1).

"Germany itself, because our clients

“must” show the own facilities as a

mandatory component to the

flown in employees" (I2).

"Norway" (I4)

"I have no experiences yet"

(I5).

"To date Germany. A reason may that

most group enquiries come

from those whose employees are

working in Germany." (I6)

"Europe, USA & Africa" (I7)

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4.2 Research Question Two

Research question two was formulated as follows:

How do selected intermediaries in Germany perceive voluntary work as an

element of incentive travel in relation to planning/organising incentive

travel for their corporate clients?

4.2.1 Primary and Secondary Data Results

Trend Awareness

Some respondents are negatively aware of the increasing trend to social

commitment during incentive trips both, in Germany and in their own

organisation. Though, a distinction has to be made here. Some respondents are

very low until not aware of this trend in Germany in general (I2, I3, I4, I6). Others

than do perceive this trend in their own organisation, negatively and positively,

usually depending on whether they have had experiences (I2, I5, I6, I7). Reasons

for their perception and other opinions are given as follows.

I2 does not perceive this trend at all in Germany because “the incentive market in

general stagnates on the same level, contentwise and financially for about five

years. Incentives in general are always difficult to sell, due to strict internal

guidelines (compliance rules) which make incentives look like bribe. Additionally,

the pharmaceutical code contributed to the stagnation of the incentive market.

Today, incentives are more one-day activities rather than real travels”. I6 has not

perceived this trend in Germany yet but at her workplace. She has not “seen any

kind of advertisement, medial reports or the like” but thinks that “integrating

voluntary work within the context of incentive travel is a very welcome trend”. In

contrast, I5 perceives this trend as very strong as she has specialised in charity

incentives and events only. Thus for her “volunteerism, also called corporate

volunteering is the trend in general. An increasing trend is noticeable, especially

in the media, as more companies have recognized that the customer’s purchase

decision strongly depends on the perceived product image, and what could be

more meaningful and honourable than espousing lasting social legacy. Although,

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the concept of voluntourism in relation to incentive travel is not yet really

adopted by German companies in comparison to the USA and UK, where more

implementation has been made in this area” (I5).

With regard to the trend awareness within their own organisations, I2 states that

“90% of the executed incentive trips at our house come from none-European

countries to Germany. This may be a reason why the total market number

stagnates but not declines. In my opinion, for German enquiries the

regressiveness counts. Example: Since four years, we have been executing an

incentive trip for a German automobile manufacturer to Germany, who invites

customer and employees from South Africa and Namibia – the budget increases

every year. At the same time, a foundation shares the office for which we tried to

finish and sell incentive trips including voluntary work. Not a single German

company has used this possibility – compliance rules have made this impossible”

(I2). In contrast, I6 declares to perceive this trend as “very positive because in

recent years the demand for social events is consistently noticeable. Many of our

partner agencies have therefore re-designed concepts, suitable to this subject. A

reason for this could be that companies, who regularly conduct incentive facing

the question, with what else can we motivate our employees. A social project

represents an accomplished change above other fun-emphasising event

conceptions”. I7 as well observes that “within the last two years, we can sell this

topic better to our clients as events become increasingly sustainable and are

meaningfully designed”.

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Sustainability and Significance Perceptions

Opinions towards sustainability and the significance of volunteerism during

incentive trips vary again. I1 is rather critically attuned towards this issue

declaring “when we conceive voluntary work in terms of CSR activities, then it

only makes sense if there is a story or provable connection to or from the

company. Normally, the trips have a motivational function, independent whether

they are rewarding or encouraging. This must also be applied for CSR-Programme

elements, which in some cases, certainly can be attributed to a high motivational

function. Nevertheless, it needs to fit to the self-conception of a company and it

should not stay by the CSR activities during the journey”. Additionally, I1 makes

clear with an example that it depends on the type of CSR activity whether the

work is sustainable. He states that “playing football in South-Africa with

Township-children or planting trees somewhere and then vanishing is pointless”.

In addition, I2 mentions that voluntary work as an element of incentive travels is

“generally a good cause, however, we do not see any potential” and does “not

see longevity in the market for this niche topic”. Another issue of incentive trips

and voluntary work is that “in theory, an incentive with voluntary work is more

sustainable. De facto, for the clients, the sustainability in the sense of a positive

memory, prevailing for those employees who participate, is more important”, as

believed by I2.

Other views are related to the significance that such trips have to intermediaries.

I2 states: “Certainly, volunteering is an added value, but it cannot be seen as truly

“voluntary”, because it is linked to the purpose of the incentive.” In contrast, I5

claims that “depending on the design of the concept it can make a positive

impression and it can awaken interest. Engaging in voluntary work during an

incentive trip in order to convey as a company ‘social responsibility’ towards

employees makes very much sense in a time when there is an increasing question

of meaning and sustainability”. I7 states: “Many wonderful destinations on earth

are unfortunately not as blessed as western countries. Therefore, we always try

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to integrate the CSR thought in the complete concept. At the end of the day,

there are only winners, some are happy about the help and the rest leave the

destination with a good conscience and the feeling to have made the world a

little better!”

Greenwashing

Greenwashing is the overall term used that describes companies who declare

CSR activities without foundation. I1 perceives that voluntary work as an element

of IT is related to greenwashing. He states: “When we conceive voluntary work in

terms of CSR activities, then it only makes sense if this is not understood as an

alibi-programme. Though, unfortunately, this is the case by the majority of whom

you read. CSR measures are especially important for the companies and

customers own awareness. In the least cases it is correctly lived. I assume that

essential parts of the implemented programmes are pure pseudo programmes.

It behaves exactly as with the CO² compensation for air travel. 95% of this extra

money is not spent by the companies - it is also a growing segment with high alibi

potential.”

Benefits

There are perceived benefits which relate to both companies and intermediaries.

Due to a lack of experience, not all respondents were able to precisely state

benefits of incentive trips with volunteer character. However, some respondents

attempted to make assumptions and to give an opinion.

I6 states that “it is a different way to motivate employees, so they can do

something good and at the same time improve team work because they come

together at a different level than in everyday work”. A secondary data result

shows that CSR activities in corporate events, including incentives trips indicates

sustainability, emotion, and endowment with meanings, positive image, as well

as joy and authenticity for all involved (BUSINESS & NATURE, NA).

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Intermediaries assume that incentive trips and voluntary work have the following

advantages for themselves. I2 states “as an incentive trip with voluntary work is

longer in duration, theoretically, it increases, as well theoretically the mediated

services and therefore the achieving margin”. I7 has a different opinion. “For us it

was always important to give something back to the locals and we are happy

that this has reached the “mainstream“. It is not about earning money, but rather

about making the world a little bit better. This is a great advantage for us!” I5

believes that “if one is capable of acting as an intermediary, i.e. capable of

empathy, one can develop a network through the requisite knowledge, and from

this all parties can benefit”. I6 sees advantages for “extending its portfolio,

fielding new idea and in doing so contributing to social commitment”.

Risks/Issues

Intermediaries perceive risks and other issues for the companies and for

themselves when considering voluntary work during incentive trips. An issue or

risk for companies is highlighted by intermediary 2: “In my experiences, duration

and cost of such a travel do not stand in any relation to the desired sustainable

effect. An example: For the foundation, we cooperate with; we generate

donations by corporate clients, for whom we execute incentives. Cynically spoken,

one makes a donation which was a sop to his bad conscience, when sending

employees on an incentive trip.” I5 mentions possible issues in terms of “arrival

and departure conditions, also visa requirements. For example, a project in the

north of Argentina with a travel time of 24 hours, whereby people need to change

twice is not attractive for German companies”. Additionally, “projects in

developing countries are not rare, regardless of the poor infrastructure. In some

cases it is a matter of areas of conflict. Some risks exist in executing the trip” (I5).

Similar is I7’s perception stating “frequently, there are concerns about

participants’ safety and when the client is confronted by it the first time; one

fears that the ‘good mood of the trip’ will be disturbed, because one works with

“serious” topics. This appraisal, however, always changes to the opposite; the

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participants are enthusiastic before the project and are proud of the

achievements afterwards”.

With regard to potential risks and issues for the intermediaries own organisation,

I1 declares that “the impacts are indistinguishable and that the programme has

consequently failed”. While, I2 states: “If we had still been offering incentives

with such content, we would not have executes incentives at all, with great

certainty. So, there are at least a few, but on a consistent level in terms of

number and budget.” I5 sees no risk or issues for his company saying that “one

can only win as a good mediator”. Furthermore, “high costs due to great

organisational efforts, partly even higher cost through material input and

unreadiness by providers of embarking in such projects” is perceived as a

problem or risks by I6. “The recipients (e.g. social associations, kindergartens) of

such achievements are often disapproved of executing an event. There is a lack of

decisiveness by the providers (NPO) as they are concerned that the normal work

activities can be disturbed” (I6). I7 refers to “freeloaders, using this trend as a

business model, which has nothing to do with CSR anymore”. Additionally,

“companies have different mentalities and different ethical codes of conduct. One

needs to find a balance between the project and the sensitivity of the

participants. One should never offer projects which are not suitable for the target

group” (I7).

Changes in Age in Relation to the Programme Design

This theme is related to whether the respondents perceive a change in the age of

the participants; consequently whether they perceive that a change impacts the

programme design of incentive trips. Some respondents state that the German

society becomes increasingly older (I2, I3). The content of an incentive trip itself

seems not to be effected but the quality. I2 states that “our society becomes

older. Therefore the average age of our incentive guests increases. At the same

time, incentives are offered mostly to the middle and upper management.

Consequently, the quality of the executed incentives at our house increases”. I1

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does neither perceive a change in the participants’ age nor in the programme

design. “Fellow passengers range from middle twenties to end forties, in fewer

cases above. It always depends if the directors board or management board join

the trip.” I6 does also not observe a change because “there are often mixed

groups of different ages”. Contrary, I5 claims that “certainly, in the area of

corporate volunteering more young people will participate as the

accommodation and conditions at the destination are normally not very

comfortable and older people are entitled to it”. So I7 asserting that “at the

moment the participants are becoming again younger, what makes it easier to

integrate CSR projects”.

4.3 Research Question Three

Research question three was formulated as follows.

How does the German incentive travel market perform for corporate

companies residing in Germany, including issues of voluntary work as an

element of incentive travel?

4.3.1 Primary Data Results

Incentive Travel Participant Information

The surveyed respondent company 1 (C1) offers one incentive trip for their field

sales force yearly, whereby ten employees participate out of 100 employees,

who compete about the trip internally. Those who won the incentive trip are 35

years old on average.

Trend awareness and Experiences

The respondent does neither perceive voluntary work as an element of IT as an

increasing trend in Germany nor in the company. As a consequence the

respondent has had no experiences in executing voluntary work during incentive

trips. She perceives incentive trips as follows: “The trip should be a reward for

performances and should not include additional work.” As a result, the

respondent could not reflect any implications for the company neither internal

Results

65

nor external. According to the survey participant, the main purpose for offering

incentive trips to their field sales force is to “achieve sales targets”.

Destinations

The respondent states that “India, Africa, and South America” are preferred

destinations for incentive trips in general. The choice of destinations is not

determined by the possibilities of voluntary work.

Corporate Social Responsibility

C1 possesses a CSR guideline, which is only available to the companies’ staff.

However, according to the respondent, the CSR-Strategy “has nothing to do with

incentive trips”. The respondent does not know the ISO 26000, which shall be a

guideline for all kind of organisation when applying SR practices.

4.3.2 Secondary Data Results

German Incentive Travel Buyers

Most IT buyers are from the banking, finance, insurance, pharmaceutical,

medical, chemical and Information Technology sectors, as well as from the food,

beverage, tobacco and trade sectors (Site, 2010 a). Additionally, Kirstges (2001)

identified German IT buyers from the service, and manufacturing sectors.

Type of Incentive Travel Participants and Objectives

German companies offer incentives predominantly to sales and marketing staff,

followed by dealers and then non-sales employees, as return on investment is

expected when offering incentive travel programmes for sales/distribution

employees rather than for other stakeholders, e.g. customers and partners

(Kirstges, 2001). “A notable trend is the emphasis being placed on introducing

incentive rewards to staff working in administrative roles and whose contribution

to corporate profit might lie more in generating business ideas or suggesting

cost-cutting and efficiency-boosting measures” (IMEX, 2007 a, p. 1).

Results

66

In Germany, IT is primarily used for staff motivation aimed on future

performance (Kirstges, 2001). Furthermore, IT is used to reward employees,

motivate staff, to improve performances, for further education of employees,

and for sales promotion to increase in sales (Site, 2010 a). Travel incentives in the

German market are identified as long-lasting and memorable, more effective,

and more eventful and special (Kirstges, 2001) than other types of incentives,

although German companies are novices to the use of incentive travel in

comparison to U.S companies (Kirstges, 2001).

Destination Preferences

German companies prefer travels within Europe and in Germany (SITE Germany,

NA, cited in Kristges, 2001; Site, 2010 a). At present, 52% of German incentive

trips are domestic, while 48% are organised and held abroad (Site, 2010 a).

Incentive trips within Germany are chosen because of the predominantly

advantages which are proximity, ease, safety (Kirstges, 2001) and reliability

(IMEX, 2007 b). The disadvantages are among others perceived bad weather and

the lack of attractiveness due to familiarity (Kirstges, 2001). European

destinations, such as France, Austria, Spain, Great Britain, and the

Mediterranean as a cruise destination are preferred (Kirstges, 2001).

Duration

Figure 4.8 summarizes the preferred duration time of incentive trips in Germany,

domestically and outbound. Hereby, two studies (Kirstges, 2001; Site, 2010 a)

were taken. The respective numbers from each study were recalculated

correspondingly to receive figures for single days. Thus, two numbers from

Kirstges (2001) study were excluded as they were uncooperative with numbers

from the Site (2010 a) study2. However, both studies highlight a trend towards

incentive trips including weekends, not interfering with the work week. The

figure clarifies what both studies found out – preferred travel duration lies

2 The two omitted numbers reflect a low response rate; 13% take participants on an incentive trip

for 2-3 days during the week, and 4%, 4-6 days at weekdays.

Results

67

between two and three days, favoured over the weekend. Companies prefer that

their employees spend less time out of the office, although the trips are primarily

meant as a reward (Site, 2010 a). The staff also has individual obligations, and

therefore, do not want to spend too much time travelling (Site, 2010 a). The

number of trips longer than four days is decreasing (Kirstges, 2001). Shorter

distances and fewer days appear to be a trend (IMEX, 2007 a; IMEX, 2009; Site,

2010 a).

Figure 4.8: Duration of incentive trips in Germany

Source: Own illustration, according to Site (2010 a) and Kirstges (2001)

5% 5%

77%

10%3% 0% 0%

10%

29% 29%

9% 9% 9% 6%

0%

20%

40%

60%

80%

100%

> 1 day > 2 day > 3 day > 4 day > 5 day > 6 day > 7 day

Per

cen

tage

of

resp

on

den

ts

Duration

Site (2010 a) Kirstges (2001)

Results

68

Number of Incentive Travel and Participants

On average, about 15 incentive trips per year are organised by the corporate

sector, although most companies offer four to nine trips in Germany (Site, 2010

a). Kirstges (2001) study shows that companies offer one to four incentives per

year contingent on the target population in Germany.

With regard to numbers of participants of incentive trips, there are various types

of formats within the different sectors. Most incentive trips have an average

attendance of 20 to 49 participants and almost as much have an average

attendance of 50 to 99 participants (Site, 2010 a). Kirstges (2001) found out that

on average 10 to 105 participants are present at incentive trip, depending on the

target group. In the context of these numbers, it is also mentioned that Germany

has always been a strong producer of smaller incentives with up to 100

attendants (Site, 2010 a). However, within the banking, finance, insurance,

pharmaceutical, medical, chemical, and automotive sectors there are also

incentive trips with more than 250 participants (Site, 2010 a).

Incentive Travel Trends

The economic condition has had an effect on the IT market in terms of a decline

in business over the past years but the situation tends to recover (Site, 2010 a;

IMEX, 2009). The economic climate in Germany has grown by 3.6 percent in 2010

after a GDP decrease of 4.7 percent in 2009, in the context of the financial crisis

(Sadrozinski, 2010). However, due to current global economic conditions, the

German market is also slightly affected, although it is not perceived to fall in a

recession; economy is expected to grow by 3% in 2011 (Kaiser, 2011).

A trend appears in terms of including conferences, meetings, team-building

activities and round-table discussions in IT programmes (IMEX, 2009; Site, 2010

a; IMEX, 2007 a), “so called ‘meetcentives’ or hybrid conference and reward

programme” (IMEX, 2009). This seems to have specific tax reasons in Germany

(Kirstges, 2001; Site, 2010 a; IMEX, 2009).

Results

69

Furthermore, the content of incentive trips in the future will include less leisure

and more training and education (Site, 2010 a). Lifestyle matters, such as health,

food, sports will influence the programme design. Moreover, originality (novelty)

of programmes will be more important (Site, 2010 a; IMEX, 2009). Additionally,

buyers will desire more value and quality for less money. Increasingly shorter

trips were already mentioned within the ‘Venue Preferences and Duration’

theme.

Sustainability becomes increasingly relevant in IT considerations for both

environmental and social issues (Site, 2010 a; IMEX, 2009; IMEX, 2007 a).

Corporate Volunteering in general is a significant aspect for German companies,

although the study does not specifically name CV as parts of an incentive trip

(Müller & Stahl, 2011). However, it is mostly requested by employees and aims

on for example enhancing the work climate and corporate culture, team and

social skills, and performance motivation (Müller & Stahl, 2011). The Pan-

European Report (IMEX, 2009) found out that CSR activities are demanded by IT

earners. Although it is not strongly demanded – position eight out of eight from

given categories. “Reported socially responsible initiatives have included ‘helping

a children’s home in South Africa’” (IMEX, 2007 a). However, Site (2010 a) states

“social legacy projects are of importance but are not perceived as important as

we might think due to the general media discussion about these topics”.

Discussion of Findings

70

5 Discussion of Findings

This chapter aims to discuss the findings from primary and secondary data

analysis linked with the literature review. The findings are discussed in relation to

the developed research questions.

5.1 The Use of Volunteerism as an Element of Incentive Travel by

Selected German Intermediaries in Relation to Organising Incentive

Travel for Corporate Clients

Regarding the focus of this paper, i.e. taking companies into consideration with a

national and international headquarter; intermediaries hardly perceive any

differences with reference to volunteerism and IT, which may be of critical

importance when executing such incentive trips. It seems that companies are

treated as alike no matter their main branch office. Nevertheless the fact of

having a company office abroad proved relevant. Subsequently other

destinations may be of interest, which may not appeal to German companies due

to already discussed challenges and problems, e.g. duration time. The literature

by contrast shows distinctions in terms of using CSR standards, depending on

their main place of business (Matten, 2005).

With reference to the demand, intermediaries have listed several industry

sectors from where buyers come from. Those are similar to the major buyers

stated by Davidson and Cope (2003), IRF (2009) and Roythorne (2010). It appears

that German buyers of IT products are from all kind of industries, including

service providers, trade, publishing and auditing. These were not part of the

major IT buyers listed in the literature review, but identified by secondary

research on the German IT market. Regarding the participants of incentive trips,

it appears that to all kind of employees IT is offered to motivate and reward

them in Germany, from “normal” employees, to sales-force, various

management levels and executive boards. Even though most authors agree that

IT is undertaken by the company’s sales force (Gaia, 2008; IRF, 2008; Davidson &

Discussion of Findings

71

Cope, 2003; Shinew & Backman, 1995), all other employees are increasingly

considered for incentive trips (Peltier & Dahl, 2011; Joppe et al., 2002).

Some surveyed German intermediaries have had no experiences in executing

incentive trips with volunteer character, resulting from the perceived disinterest

by companies relating to both, no enquiries and denials when offering such

options to companies. This is also visible in Figure 4.3 and Figure 4.5 showing the

conducted average number of incentive trips by intermediaries. Only

intermediary 6 and 7 are involved in actually organising incentive trips with

voluntary work. The otherwise relatively small numbers of incentive trips in

Figure 4.2 and Figure 4.4 reflect the average number of executed incentive trips

in Germany, according to secondary research findings (Site, 2010 a; Kirstges,

2001).

Intermediaries, who have had experiences, name also obstacles, which are

discussed in section 5.2. However, they have experienced such trips very

positively based on the outcomes. They executed a variety of incentive trips with

different CSR activities, comparable to the literature (Davidson, 2010 a;

Davidson, 2010 b; Gatehouse, 2009). Nevertheless secondary data results

demonstrate that also German intermediaries have made use of such IT

programmes, even though there seems to be only a few in the market, having

established a focus and market position on these activities for corporate clients.

In the literature it is stated that there is a wide range of CSR activities possible

(Lenhart, 2008; BDA, NA; Bertelsmann Stiftung, 2010). Therefore, survey

intermediaries have very different opinions regarding favoured types of social

commitment, for example donations, education and development projects.

Secondary data results show as well various projects, e.g. constructing a house,

developing marketing strategies for the local NPOs, and building playgrounds are

on offer or already executed. These are similar to examples given in the

literature (Gatehouse, 2009; Davidson, 2010 b). The choice of project depends

Discussion of Findings

72

on the specific client requirements with regard to time issues, budget, type of

participants and other considerations, also agreed by Site (2010 d).

Duration issues appears to be a critical aspects when considering volunteerism as

an element of IT on the current state of the German IT market in general. The

latter is further discussed in section 5.3. By intermediaries, duration of incentive

trips with CSR activities is perceived and used very differently as a result of their

level of experiences. A clear preference/trend is not visible. This may be due to

diverse client needs and requirements. Generally, according to primary and

secondary data results it could be stated that incentive trips without voluntary

work last two to three days. Whereas incentive trips with voluntary elements

appear to be longer in duration, at least three days, usually four to five days and

even much longer. Whether or not an incentive trip should be during the week

or during weekends is not stated by intermediaries but addressed in section 5.3.

Contrary to such duration times are incentive travel trends (Alonzo, 2010;

Scofidio B. , 2010 c; Site, 2011), which are also discussed in section 5.3, and the

stagnation of the German incentive travel market as perceived by surveyed

intermediaries. However, it seems to be again depending on client’s objectives

for such trips. The perception and experience of longer durations by

intermediaries may also be due to the perception that CSR activities are an

additional element and not a solely part of the programme, as the regular

incentive trip is a reward and motivational programme that contains

entertainment, conferences and so forth (Fischer, 2000; Davidson & Cope, 2003;

Davidson & Roger, 2006). As already highlighted, what IT participants motivates

seems to change; leaving a social legacy and doing something good are

increasing motivational factors by Generation Y and older people (Arnold, 2010;

Davidson, 2009; City of London, 2010; Pinchera, 2008 b; Pagani-Tousignant,

2011; Wickrema, 2010).

Discussion of Findings

73

Preferred destinations and its role for incentive trips including volunteerism vary

by surveyed intermediaries, as also stated by Lenhart (2008) and Site (2010 d).

However due to the level of experiences by intermediaries precise statements

were often not directly possible for incentive trips with voluntary work.

Nevertheless it seems that the choice of destination for CSR activities may play a

great role, including factors such as time difference to the destination, duration

of the trip, accessibility, and available budget of companies. Here again duration

seems to be of high significance, including the perception that companies do not

like to lose a workday because of companies’ and employees’ preferences,

according to secondary research findings (Site, 2010 a; Kirstges, 2001).

With regard to the type of destination, there seem to be no clear preferences at

the moment overall for both German companies and international companies

residing in Germany. Those intermediaries who mentioned specific destinations

may perceive these as top destinations because of their specialisation. However,

literature also states that destination choices do always change (Fischer, 2000).

Yet Germany itself was several times mentioned, especially as a preference for

international companies. A reason may be the outlined advantages of Germany

(Site, 2010 a; Kirstges, 2001) and, as perceived by intermediaries that it is a must

to present Germany as a destination, especially when employees from oversee

offices participating in the trip. Additionally, Africa was mentioned, apparently

because of the relatively close distance to Germany.

Discussion of Findings

74

5.2 The Perception of Volunteerism as an Element of Incentive Travel

by Selected German Intermediaries in Relation to Organising

Incentive Travel for Corporate Clients

In general, German intermediaries’ perceptions of voluntary work as an element

of IT vary significantly. Results show that survey participants who have a rather

critical attitude towards volunteerism during incentive trips seem to arise from

negative experiences. In contrast, those who have a positive opinion towards this

subject or have had experiences in executing perceive IT with CSR activities as

added valued, whereby all involved can benefit.

Some intermediaries are not aware that the trend has reached Germany. Some

respondents see a movement because companies residing in Germany focus

more on CSR but have not yet really adopted it within incentive trips. CSR is a

relatively young phenomenon in Germany (Habish & Wegner, 2004; Pleaon

GmbH & IFOK GmbH, 2008; Falck & Heblich, 2007), so is IT as identified through

secondary research (Kirstges, 2001). Nevertheless, CV increasingly gains

relevance by companies residing in Germany and there are no legal or fiscal

obstacles in the way for implementing CSR activities (Habish & Wegner, 2004;

Bertelsmann Stiftung, 2010). Additionally, the international standard ISO 26000

highlights (ISO, NA d) that SR activities are to go beyond legal compliance,

besides being optional (German Federal Government, NA). However, it appears

due to some intermediaries perception that even such obstacles, including

compliance rules, entrepreneurial, fiscal and internal industry standards have

made incentive trips with voluntary work impossible resp. are hindering it from

developing. However, a few companies take such programmes into

consideration, as stated by intermediaries and presented through the examples

explored through secondary research.

Discussion of Findings

75

Moreover, the stagnation of the German IT market as perceived by respondents

seems to negatively impact this trend as well. Findings from the literature also

show that the IT market is still affected by the financial crisis in terms of budget,

content and duration of incentive trips (Alonzo, 2010; Site, 2010 d; IRF, 2011).

Contrary then are the efforts and considerations made to include CSR activities in

incentive trips, affecting the usage as discussed in section 5.1.

Respondents with a negative view on CSR activities during incentive trips do not

perceive it as sustainable or do not see a potential for this niche market. This is in

contrast to the overall media discussion about CSR, Generation Y, CV and the

increasing demand to integrate volunteerism in IT (Davidson, 2009; Davidson,

2010 b; Ruby, 2007 b; Pinchera, 2008 b). Furthermore, this is also in contrast to

findings from secondary research, which show that companies increasingly

consider CV (Müller & Stahl, 2011). As well as a demand for CSR activities at

incentive trips exist, even though not very strongly (IMEX, 2009). Respondents

with a positive attitude realise the significance for such trips. This is related to

the internal and external pressure for companies to operate in a sustainable way

and to peoples’ desire to do something good for unprivileged communities.

Literature findings are equivalent (Davidson, 2009; Pinchera, 2008 b; Davidson,

2010 c; Scofidio B. , 2010 a).

Furthermore, IT with volunteer character it is also perceived as additional work

that reduces the perceived significance of this trend. Incentive trips are supposed

to be rewarding and motivating (Severt & Breiter, 2010; Hansen et al., 2002;

Jeffrey & Shaffer, 2007). This perception is also claimed to be a challenge by

Lenhart (2008). Nevertheless, literature suggests that Generation Y, as well as

older workforces increasingly seek to be engaged in CV as they are highly socially

conscious (Davidson, 2009). Consequently, this has an effect on the IT

programme design (Davidson, 2010 c; Ruby, 2007 c, Pink, cited in Scofidio, 2010

a). As well as such activities are perceived as motivation (Pinchera, 2008 a;

Amrhein, 2009; Lenhart, 2008).

Discussion of Findings

76

Additionally, it is perceived that voluntary work during incentive trips should be

an integral part of the companies CSR-Programme and not a single activity

without achieving sustainability in the long-term. Literature also argues that in

order to create an impact on communities, CSR activities need to be used

effectively (Davidson, 2009; Pinchera, 2008 b). Furthermore, it is perceived that

often companies make use of CSR activities in order to foster their awareness

and reputation to their customers. This results in greenwashing perceptions by

the intermediaries and an issue in the literature due to the pressure to operate

in a social responsible manner (Scott, 2005; Arvidsson, 2010; McWilliams &

Siegel, 2001; Gourgue, 2010).

In Germany some intermediaries do not see a change in age in relation to the

programme design as they realise that increasingly older employees participating

on incentive trips due to demographic changes towards an older society on the

one hand. This results in increasingly higher quality considerations of the

programme as it is perceived that older people do not like the uncomfortable

conditions which may be an element of an incentive trips with voluntary work in

developing countries. In contrast, the literature suggests that also older worker

seeking to be engaged in CV (Pagani-Tousignant, 2011). On the other hand, a

change in age of incentive travel participants, resulting in programme changes is

not perceived although participants of young ages (middle twenties to forties)

are usually earners of incentive trips. A reason may either be that there is no

interest by companies to provide volunteering opportunities, or because

employees, although very few, are not interested as identified by Deloitte

(2011). Furthermore, other respondents perceive that participants become

younger again that they are curios in voluntary work instead of older people due

to the already mentioned basic conditions, hence it seem to be easier to

integrate CSR activities in an incentive trip. Here again, the assumption that older

people also like to be engaged as mentioned in the literature (Pagani-Tousignant,

2011) is not considered.

Discussion of Findings

77

Depending on the overall perception of voluntary work as an element of

incentive travel, responses are ambiguous with regard to benefit, risks and issues

for companies and themselves. As described in the literature review advantages

include image and reputation improvement for companies (Gatehouse, 2009;

IMUG, 2006; Gillis & Spring, 2001; Weber, 2008), satisfaction for employees

(Amrhein, 2009; Scofido, 2010 a, Sprinkle & Maines, 2010, Reputation Institute,

2010) and change in market position for intermediaries (Amrhein, 2009). Primary

and secondary research shows comparable benefit observations. The results

show additional benefits, such as improvement of team work skills for

employees, increasing the margin for intermediaries due to added services, and

network development which helps to benefit all involved.

In the literature review challenges and problems of voluntary work during

incentive trips were demonstrated, including duration issues (Amrhein, 2009),

time and cost issues (Lenhart, 2008; Hall, 2011; Davidson, 2009; Keenan, 2010)

and risk and lack factors (Clemmons, 2005 a). Respondents also notice costs and

duration, including arrival and departure time as obstacles. Additionally,

accessibility of the destination due to unavailable infrastructure to developing

countries is highlighted to be a challenge. Furthermore, programme failure, high

costs in terms of rising organisational efforts and material for intermediaries, and

freeloader issues are noted. Moreover, risk and lack issues of NPOs were

perceived as barriers for integrating social activities into incentive trips by the

respondents. These aspects were also identified in the literature (Clemmons,

2005 a; Site, 2010 d).

Discussion of Findings

78

5.3 The German Incentive Travel Market for Corporate Companies

Residing in Germany, Including Issues of Volunteerism as an

Element of Incentive Travel

The primary research participant company 1 operates in the pharmaceutical/

biotechnological sector, which is one of the biggest IT buyers on the German

market as identified in secondary data (Site, 2010 a; Kirstges, 2001), also

examined in the literature review (Davidson & Cope, 2003; IRF, 2009; Roythorne,

2010). Furthermore, primary data results from the surveyed company shows that

about ten employees are participating in an incentive trip. This number lies in

between secondary research findings. Tough, pharmaceutical companies have

often more than 250 participants (Site, 2010 a; Kirstges, 2001). The number of

offered incentive trips per year (one), is relatively less than other companies

organise on average for their employees in Germany, according to secondary

data (Site, 2010 a; Kirstges, 2001). The survey company’s employees who

participate are in average 35 years. This age does not comply to the age of

Generation Y but with Generation X, born between 1965-1980 (Davidson, 2010

c). Consequently, this may be a reason why company 1 does not offer voluntary

work at incentive trips, because most researchers (Cone , 2006; Tulgan & Martin,

2001; Deloitte, 2011; Reputation Institute, 2010; Davidson, 2010 c) agree that

Generation Y is more socially-conscious than Generation X and previous

generations. Nevertheless, older people like to be involved in volunteerism

(Pagani-Tousignant, 2011). Furthermore, C1 perceives volunteerism as additional

work, not truly voluntary. The latter is mentioned by Lenhart (2008) and already

discussed by intermediaries’ perception in relation to organising IT for corporate

clients (5.2). The age of other IT buyers’ employees were not identified. Thus, it is

not possible to link it in more detail to literature finding about Generation Y.

Discussion of Findings

79

The supplied incentive trips by C1 are for field sales staff, to achieve sales targets

of the company. IT participants and the objectives are as well noticeable by

secondary results (Kirstges, 2001; Site, 2010 a; IMEX, 2007 a), thus an aim by

other companies residing in Germany. German companies use IT mostly for sales

and marketing staff and increasingly for other employees to, among increasing

sales, reward, motivate and educate participants/employees. Additionally,

findings in the literature show equal objectives for companies using IT (Witt et al,

1992; RDA, 2010; Deloitte, 2011; Severt & Breiter, 2010).

Regarding the CSR strategy, C1 possesses an internal CSR strategy, which

however is not liked to incentive travel. Thus, volunteerism during incentive trips

may not be in consideration for them but acting socially responsible appears to

be an issue in this company. Nevertheless, the researched trend is not perceived

by company 1. Research on CSR in general and in Germany, as well as secondary

data results shows that CSR and CV becomes increasingly significant for

companies (ISO, NA b; Scholtens, 2008; Levis, 2006; Mc Williams & Siegel, 2001,

Reputation Institute, 2010; Site 2010 a; IMEX, 2009). So do CSR activities in

consideration to IT (Davidson, 2009; Lenhart, 2008; Wickrema, 2010). However,

for Germany less than 1% of companies integrate CSR in live-communication

events, including IT (IMUG cited in Sans, 2010). Though, secondary research on

the German market shows that IT earner prefer it as a component of incentive

trips (IMEX, 2009). However, not yet as strong as other programme elements,

e.g. cultural, sport activities, and educational elements preferred by corporate

planners (Site, 2010 a; IMEX, 2007 a; IMEX, 2009). Contrary are findings in the

literature, demonstrating that sometimes more than half of the surveyed

respondents demand CSR components during IT (IRF, 2010).

Discussion of Findings

80

Referring to the IS0 26000, primary data results show that the company is not

aware of this standard. Therefore it cannot be linked to IT. During secondary

research it was also not possible to identify a link between the usage of ISO

26000 by German companies and IT. A reason may be that the document was

only recently published and not implemented yet. However it is expected that

this standard will become an important reference document for CSR (IMUG,

2010). Companies have requested confirmation by an external certification

authority (Henkel, 2010), although this is not envisaged by the ISO (NA a).

Therefore, it is assumable that German companies make use of the document,

but whether those companies use IT and whether the standard can be applied to

IT cannot be alleged.

Company 1’s preferred destinations are slightly in contrast to the choice of

destinations by other German companies, namely Europe and Germany itself.

This is a trend by German companies due to a cut in budget, resulting in shorter

distances and the predominantly advantages of Germany as a destination. A

reason for the preference of non-European countries by company 1 could be that

the headquarter is based in the USA. Nevertheless, travelling abroad is still

considered due to the concept of IT, which is expected to be memorable, special

and so forth as secondary results (Kirstges, 2001) and literature review show

(Holloway et al., 2009, Fischer, 2000; Jeffrey & Shaffer, 2007; Davidson & Cope,

2003). As mentioned earlier (5.1) it was also noticeable that non-European

countries are in favour by intermediaries’ clients, especially Africa. These

destinations are subsequently correlating with company’s 1 top destinations.

With reference to the last stated destination, it seems that developing countries,

among Europe, including Germany are strongly considered for incentive trips.

Therefore, it appears that volunteerism on incentive trips may be a potential

considerations in the future by companies

Discussion of Findings

81

As mentioned several times, the IT trend with regard to duration seems to be in

contrast to incentive trips duration with voluntary work. Companies residing in

Germany execute incentive trips mostly for two to three days (over the

weekend) as also perceived by intermediaries, affected by the current state of

the German IT market, although it seems to recover. The German market may

recover quicker because the overall economy is expected to grow, according to

secondary research findings (Kaiser, 2011). Referring back to the duration times,

trips over the weekend are preferred as they should not interfere with the work

week and because of employees’ obligations. Duration times for voluntary work

were not identified by German companies due to a lack of research.

Intermediaries’ assumptions show that such trips are longer in duration, as also

described in the literature (Amrhein, 2009). Less than three days appears to be

hardly possible (Amrhein, 2009), although incentive trips with volunteerism for

three days do exist, according to secondary research (BUSINESS & NATURE, NA).

However, in these cases exact programme components in addition to voluntary

work were not possible to identify. Therefore, whether such trips meet the

perceived standard for more quality, which is another trend explored through

primary and secondary research (Site, 2010 a), could not be examined. The

desire for more quality by German companies as secondary research shows

might also stand in contrast to the development of CSR activities integrated into

IT when trips are offered to developing countries. This may not be the case when

choosing trips domestically and within Europe.

Conclusions and Recommendations

82

6 Conclusions and Recommendations

6.1 Conclusions

The perception and use of voluntary work as an element of IT by intermediaries

vary significantly, from very negative to very positive in their opinions and

attitudes. Often it depends on the experiences in offering and executing such

trips and with their clients. In general those who do not have experiences are

critically attuned or have negative views of this subject. Those intermediaries

who have had experiences are overall positively appointed to this trend, even

though risks are involved. Companies residing in Germany are increasingly

interested in operating socially responsible, but evidence towards IT is less

directly visible. Evidence is only observable through the experiences by some

intermediaries and secondary research showing a demand for social projects in

live communication event. With regard to the demand, alterations in the

workforce impacting this trend in general, although linking this to the German

market was difficult in this study, due to a low response rate by companies

residing in Germany.

Duration issues appear to be an important factor. Views of findings vary

significantly. In general it seems that incentive trips with volunteerism are longer

in duration, even though shorter trips are possible. However, it depends on the

corporate companies’ objectives of the trip. As a consequence, shorter durations

may less include typical elements of IT, such as entertainment, cultural activities

and lifestyle matters, e.g. health. Longer trips in contrast do not correlate with IT

trends for Germany, at present.

The IT market in Germany is determined by economic conditions, currently

facing recovery from the financial crisis. This seems to determine site selection,

duration, and programme elements, including whether CSR activities are

integrated by companies. The trend to use voluntary work within incentive trips

by German companies and intermediaries is only slightly visible. Therefore it

Conclusions and Recommendations

83

appears that this trend is in an introduction/developing stage. Although there is

not enough research undertaken in terms of volunteerism as an element of IT in

Germany, evidence towards this trend does exist. This is due to the mentioned

volunteerism examples during IT by intermediaries for corporate clients, which

were successfully implemented. CSR, including corporate volunteering becomes

increasingly significant in business operations in Germany. Consequently, at this

point it can be concluded that if the current state of the IT market in Germany

recovers, CSR activities may increasingly become a part of these trips. At present,

it seems that decisions depend on the companies’ requirements.

6.2 Recommendations for the German Incentive Travel Industry

Among the already mentioned considerations for integrating CSR initiatives into

incentive trips in section 2.3.3, German intermediaries and companies should

develop an understanding about the importance of volunteerism during

incentive trips in order to overcome problems with unfamiliarity and perceived

risks about this topic. Developing a comprehension may also reduce any issues

leading to negative perceptions. In addition to this, intermediaries should

develop an understanding of NPO’s concerns when integrating them in CSR

activities for companies. These identified issues are recommended to

communicate to companies, to make them understand potential harassments for

which solutions can be found. Consequently, communication between the

parties is highly important.

A CSR project should also be sustainable in the long-term. In doing so, negative

media coverage could be prevented with regard to greenwashing issues for both,

the companies and intermediaries. Intermediaries in particular could decrease

perception problems of the IT industry by promoting and communicating IT as

socially responsible.

Conclusions and Recommendations

84

However the author recommends not focusing solely on CSR activities for IT,

because of the current economic conditions and the current state of the German

IT market. Additionally, not all companies may prefer CSR activities during

incentive trips, but perhaps for team-building events. The corporate sector could

make use of social activities during incentive trips in order to motivate their

employees and at the same time to enhance its image and reputation towards

stakeholders.

Finally, the author recommends forming a network and/or a database of

intermediaries in Germany and globally, who use volunteerism as an element of

IT. Social media can lead the way and hereby people can exchange experiences

and learn from each other. Furthermore, it may help companies to realise the

supply of CSR activities during incentive trips, possibly resulting in greater usage

of these programmes. Furthermore, association events, and trade shows etc.

could be a place to further stimulate this trend and to discuss concerns with

experts in this field.

6.3 Recommendations for Further Research

Due to a low response rate and a lack of secondary research by companies in

Germany, difficulties arose in investigating the field of current participant’s age

and involvement in relation to IT. Therefore, conclusions could not have been

drawn of workforce changes and Generation Y issues on the German IT market.

Further research is therefore needed with regard to whether Germany’s

Generation Y is increasingly the earners of incentive trips and involved in the

programme content design of incentive trip as demanded by Generation Y and

how this is or can be actually implemented within the company. Additionally the

resulting implications for involving potential participants on the company itself

and the intermediary should be considered.

Further research would also be needed in terms of the actual implications on the

local people and local aid organisations or non-profit organisations. This research

has solely focused on intermediaries’ and companies’ perceptions and use.

Conclusions and Recommendations

85

Additionally, due to no responses by German companies, the initially planned

research on companies’ employees had to be omitted. Therefore it is

recommended setting up a research paper on the perception and behaviour of

employees with regard to this trend again. For this it is suggested to cooperate

with research institution or alike in order to use an existing network.

Furthermore, the ISO 26000 as the new international guideline for SR may

become an important reference document. However, it was not possible

indentifying a direct relation between ISO 26000 and IT due to a low response

rate by companies. Therefore further research is necessary of whether this

standard can also be a guideline for the use of IT, how it can be used for

incentive trips and possible implications resulting from it.

Moreover, perceived and actual incentive trip durations, including CSR activities

vary. As already mentioned incentive tips with voluntary work appear to be

longer in duration. Whether longer trips will be of interest by companies in

Germany and in relation to volunteerism needs to be further researched,

including considerations about the current state of the German IT market and

economic conditions in Germany.

Finally, referring to short trips, e.g. three days and including voluntary work

appears to be restricted in other programme elements, e.g. cultural activities.

Recognition and reward are considered as important motivational factors of an

incentive trip. The motivational aspect is given within a trip including voluntary

work as increasingly demanded by employees. The reward aspect is the trip itself

for employees. However, a question that arises is, how a short trip without or

less other, apparently still important content elements can be considered as

rewarding when trips remain shorter and compressed. How do employees

perceive these issues? Additionally, how can short trips, with recognition giving,

voluntary work and other programme elements be arranged in balance to satisfy

all needs?

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Appendices

98

Appendices

A Questionnaire to Intermediaries

The perception and use of voluntary work as an element of incentive travel in

relation to organising/planning such trips for companies, residing in Germany.

Part I

1. Name of your company?

2. Your position at the company?

3. Your age?

4. Your gender?

5. As what kind of intermediary to you see yourself? Please choose the

respective categories.

- Event Agency

- Advertising Agency

- Incentive Travel House

- Business Travel Agency

- Destination Management Company

- Ground Handler

- Destination Marketing Organisation

- Professional Conference Organiser/Meeting Planner

- Tour Operator with Incentive Department

- Travel Agency

- Others

Appendices

99

Part II

1. What is your attitude to volunteering during incentive trips?

2. In average, how many incentive trips for German corporate companies do

you conduct per year?

Without voluntary work:

With voluntary work: Please

3. In average, how many incentive trips for international companies, residing in

Germany do you conduct per year?

Without voluntary work:

With voluntary work:

4. In average, what duration comprises an incentive trip with components of

voluntary work? Are there differences between incentive travels without

voluntary work?

5. From which sectors do your clients, ...

- ... German companies

- ... International companies, residing in Germany

come from?

6. From which company departments do the incentive travel participants, who

take part on incentive trips resp. incentive trips with elements of voluntary

work come from?

7. Voluntary commitment during incentive trips is an increasing trend. How do

you perceive this trend in Germany?

7.1. How do you perceive this trend in your company? Please provide

examples.

7.2. Do you see differences between German companies and

international companies, residing in Germany? Which?

8. What are your experiences when organising/planning voluntary work during

incentive trips for corporate clients, residing in Germany? Please provide

examples.

Appendices

100

8.1. Do you see differences between German companies and

international companies, residing in Germany? Which?

9. What impression with regard to the perception and use of voluntary work as

an element of incentive travel do you acquire of corporate companies,

residing in Germany?

9.1. Do you see differences between German companies and

international companies, residing in Germany? Which?

10. What do your clients, residing in Germany favour on an incentive trip and/or

the programme as an element of voluntary work?

10.1. Do you see differences between German companies and

international companies, residing in Germany? Which

10.2. What advantages do you recognize as an intermediary?

11. What disadvantages/risks do your clients, residing in Germany see on an

incentive travel and/or the programme with elements of voluntary work?

11.1. Do you see differences between German companies and

international companies, residing in Germany? Which?

11.2. What disadvantages/risks do you see as an intermediary?

12. What type of social commitment do your clients, residing in Germany

prefer? Why?

12.1. Do you see differences between German companies and

international companies, residing in Germany? Which?

13. Do you see a shift in the age of the incentive travel participants and hence in

the increasing trend in the design of the incentive-travel programme?

14. To what extend does the destination play a role in the organization/planning

of incentive trips featuring voluntary work?

14.1. What destinations are preferred by German companies?

14.2. What destinations are preferred by international companies,

residing in Germany?

15. Do you have any further comment about the topic of voluntary work as an

element of incentive travel?

Appendices

101

B Questionnaire to Companies

Part I

1. Name of your company?

2. What is your position at the company?

3. Your age?

4. Your gender?

Part II

The perception and use of voluntary work as an element of incentive travel by

companies, residing in Germany.

1. For which members of staff are incentive trips provided?

2. What purpose do you pursue by offering such incentive programmes to your

employees?

3. How many incentive trips do you conduct per year?

4. In average, what is the number of employees, who go on the incentive trips?

5. In average, what is the number of employees, who compete to win the

incentive trip?

6. What is the average age of your employees, who take part on incentive

trips?

7. Voluntary engagement during incentive trips is an increasing trend. How do

you perceive this trend in Germany?

7.1. How do you perceive this trend in your company?

8. As a company, have you already executed voluntary work, whatsoever

during incentive trips? Please give examples.

8.1. If yes, what purpose does the company like to pursue?

8.2. If no, why not?

9. What impacts has voluntary work during incentive trips on your company,

internal and external?

10. What do you contribute to the design of incentive travels at the company?

Appendices

102

11. How do you design incentive trips? Why? You are welcome to give detailed

examples!

11.1. Who is involved in the design of the programme elements? Why?

12. What are your top three destinations?

12.1. Is the choice of destination determined by the opportunities it

offers for the participants to carry out voluntary work? If yes, please

explain in detail!

13. Do you have any further comments?

Part III

The role of voluntary work during incentive trips in the CSR strategy of selected

companies, residing in Germany.

1. Do you have a CSR-Strategy for your company?

1.1. How does the CSR-Strategy comport with regard to voluntary

work, in relation to incentive travel?

2. In 2010, an international standard, ISO 26.000 was published. ISO 26.000

should serve as a guideline for the adoption of `social responsibility` for

companies and organisations of any kind.

2.1. Did your company implement ISO 26.000?

2.2. How does your company use it as a guideline for incentive travel

programmes?

2.3. If not, do you consider using the standard in the future?

3. How do you communicate voluntary work and sustainability in your

company?

3.1. What purpose do you pursue?

3.2. How does it affect the design of incentive travels?

4. Do you have any further comments?