Ivey Publishing
Roaring Dragon Hotel
Product Number:
9B08M004
Publication Date:
03/05/2008
Length:
7 pages (7 pages of text)
Product Type:
Case (Field)
Source:
Ivey
The case looks at the takeover of the Roaring Dragon Hotel (RDH), a state owned enterprise in south-west China, by global hotelier Hotel International (HI) and discusses the cultural collision and organizational adoptions resulting from the intersections of two significantly different business cultures. Specifically in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and in developing strategy. In south-west China in 2002, the RDH business environment was just emerging from the shadow of the planned economy and had retained its guanxi-based organizational culture. At RDH, relationship development and the exchange of favors were still important and occurring on a daily basis and there was little system or efficiency in the hotel's domestic management style and processes. In comparison, Hotel International had a wealth of international experience in providing accommodation, marketing and professional management in servicing the needs of a global market steeped in corporate governance. At the commencement of the management contract there was a deep division separating the organizational cultures of RDH and HI.
Issues:
Disciplines:
Entrepreneurship,  General Management/Strategy,  International
Industries:
Accommodation & Food Services
Setting:
China, Medium, 2002
Intended Audience:
Undergraduate/MBA
Price:
$4.25 CAD / $4.25 USD Printed Copy
$3.75 CAD / $3.75 USD Permissions
$3.75 CAD / $3.75 USD Digital Download
Associated Materials
Use With: 9B12C055 (6 pages)
Translations: Simplified Chinese (5 pages) , Simplified Chinese (6 pages)
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