Island Shangri-La's Environmental Management System: A Long Way to Go!

Terence Tsai (), Larry Chi Chuen Chan, Kitty Hsin Yi Chou, Maiken Schultz, Ferdinandt Heike and Ken Yuk-Lam Yeung
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Terence Tsai: Department of Management, Faculty of Business Administration, The Chinese University of Hong Kong, K.K. Leung Building, Shatin, N.T. Hong Kong SAR, China
Larry Chi Chuen Chan: Department of Management, Faculty of Business Administration, The Chinese University of Hong Kong, K.K. Leung Building, Shatin, N.T. Hong Kong SAR, China
Kitty Hsin Yi Chou: Department of Management, Faculty of Business Administration, The Chinese University of Hong Kong, K.K. Leung Building, Shatin, N.T. Hong Kong SAR, China
Maiken Schultz: Department of Management, Faculty of Business Administration, The Chinese University of Hong Kong, K.K. Leung Building, Shatin, N.T. Hong Kong SAR, China
Ferdinandt Heike: Renault SA Technocentre, France
Ken Yuk-Lam Yeung: LuxFair International Co. Ltd, Kowloon, Hong Kong, China

Asian Case Research Journal (ACRJ), 2003, vol. 07, issue 02, 173-194

Abstract: The Shangri-La Group was known throughout the world as a high-quality service provider in the hotel industry. This case focuses on the Island Shangri-La hotel's long and difficult process of attaining ISO 14001 certification. This involved challenging and changing the dominant "non-Green" business mindset and instilling a somewhat foreign environmentally friendly mentality in stakeholders. How to balance financial profitability with "greening" demands became central to sustaining the hotel's leadership position in an increasingly competitive market place.

Date: 2003
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DOI: 10.1142/S0218927503000379

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