The case looks at the capture of the Roaring Dragon Hotel (RDH), state-owned enterprise in the southwest of China, global hospitality Hotel International (HI) and discusses cultural clashes and organizational adoption by the intersection of two significantly different business cultures. In particular, in this case the focus is on issues related to the reduction, redundancy, communication, cultural sensitivity, strategic planning and policy development. In southwestern China in 2002, the environment RDH business is just emerging from the shadows of the planned economy and kept its guanxi-based organizational culture. In RDH, the development of relations and exchange of services is still an important and happens on a daily basis, and there was little of the system or internal management style hotel and processes. For comparison, Hotel International has been a wealth of international experience in the provision of housing, marketing and professional management to serve the needs of the world market steeped in corporate governance. At the beginning of the management contract was a deep division division of organizational culture RHD and HI. "Hide
by Steven Grainger Source: Richard Ivey School of Business Foundation 7 pages. Publication Date: February 7, 2008. Prod. #: 908M04-PDF-ENG
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