Disneyland in Hong Kong — Green Challenge (A)

Terence Tsai and Shubo Philip Liu ()
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Terence Tsai: China Europe International Business School, China
Shubo Philip Liu: China Europe International Business School, China

Asian Case Research Journal (ACRJ), 2011, vol. 15, issue 02, 177-200

Abstract: In mid-1999, the Walt Disney Company and the Hong Kong Government were involved in intense discussions about the possibility of building the Hong Kong Disneyland theme park on Lantau Island. This case presented detailed information about the proposed theme park and the associated decision making process with a particular emphasis onsustainable development. It also lays out the characteristics of the Hong Kong Government and Hong Kong people that might have played a role in decision making.The case includes A and B parts concerning corporate and government decision making. It firstly summarizes the negotiation process between Disney and the Hong Kong Government, and considered the environmental impact on Hong Kong. The difficulties faced by governments in making decisions about this highly visible large-scale project are described. It then explains the rationale of the government decision, which illustrates how governmental structure and culture affect the decision making process. In the end, it showed improvements in Hong Kong Disneyland with respect to sustainable management and development.

Keywords: Disneyland; Hong Kong; sustainable development; theme park; government; decision making (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:wsi:acrjxx:v:15:y:2011:i:02:n:s0218927511001538

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DOI: 10.1142/S0218927511001538

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