The case provides for the adoption of the Roaring Dragon Hotel (RDH), a state-owned company in southwest China, by global hotelier Hotel International (HI), and discusses the cultural collision and organizational adoptions from the intersection of two distinct business units cultures. Specifically, in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and strategy development. In southwest Ch … Read more »

The case provides for the adoption of the Roaring Dragon Hotel (RDH), a state-owned company in southwest China, by global hotelier Hotel International (HI), and discusses the cultural collision and organizational adoptions from the intersection of two distinct business units cultures. Specifically, in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and strategy development. In south-west China in 2002, the RDH environment was straight out of the shadow of the planned economy and had kept his guanxi-based corporate culture. In RDH relationship development and exchange of favors were still important and occurring on a daily basis, and there was little system resources or efficiency in the hotel’s local style of leadership and processes. In comparison, Hotel International had penetrated a wealth of international experience in the provision of accommodation, marketing and professional management into the needs of a global market in corporate governance. At the beginning of the management contract, there was a deep division separates the corporate cultures of RHD and HI.
«Hide

from
Stephen Grainger
Source: Ivey Publishing
7 pages.
Release Date: 7 February 2008. Prod #: 908M04-PDF-ENG
Roaring Dragon Hotel HBR case solution

[related_post themes="flat"]