African Journal of Hospitality, Tourism and Leisure, Volume 7 (3) - (2018) ISSN: 2223-814X Copyright: © 2018 AJHTL /Author/s- Open Access- Online @ http//: www.ajhtl.com 1 Business Social Responsibility and Functional Areas of a Tourism Business L.A Tseane-Gumbi North West University Mmabatho, 2735, South Africa E-mail: Lisebo.tseanegumbi@nwu.ac.za Abstract The debate on which functional area of tourism businesses should house business social responsibility (BSR) activities is ever increasing in a South African and global context. Tourism businesses are confused as to where and who should be responsible for BSR initiatives resulting in the BSR function being often allocated to unsuitable units to deal with. In an investigation to unpack this, tourism businesses were surveyed within the Western Cape Province, South Africa. Clustering and a stratification method were used. Managers and employees were purposely identified, resulting to 452 questionnaires being completed. Data was analyzed through the Software Package for Social Sciences (SPSS). The Stakeholder and Critical Realism theories were also applied. The results indicate a preference placed on front desk departments to deal with BSR. Consequently this has to an extent increased transparency, led to a donor approach and a lack of fairness, raising important questions on empowerment and sustainability. Managers need to have clear objectives for their BSR initiatives and identify functional areas that match the identified objectives. The King Reports both III and IV, should ideally form the basis of BSR initiatives in South Africa. Keywords: Empowerment, functional areas, social responsibility, sustainability, tourism businesses Introduction During the World Business Council for Sustainable Development’s (WBCSD)’s Stakeholder Dialogue on BSR held in 1999, a formal working definition for BSR was developed as businesses require continuing commitment to behave ethically and contribute to economic development. The definition also included improving the quality of life of the workforce, employees’ families, the local community and society (Cowper-Smith & De Grosbois, 2011). This philosophy encourages tourism companies to integrate public welfare issues into their business operations (United Nations Environment Programme (UNEP, 2013). In South Africa, many businesses are including BSR programmes in their operations, a development that has been growing since the first democratic elections in 1994 (Juggernath, Rampersad & Reddy, 2011; Hamann, 2003). Conversely, Golja and Nižic (2010) and also Kasim (2004), argue that the management and workers of these businesses seem unable to define and fully understand the exact indicators or variables for implementing and measuring BSR mandates. It is often not clear which departments and individuals should be responsible for driving BSR activities. Literature review As cited by Corporate Excellence - Centre for Reputation Leadership in 2011, according to Dr Argandona, Professor of Economics and holder of the ‘La Carixa’, BSR should be run by someone who can explain its importance, therefore education, guidance and awareness is very important