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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Terence Tsai & Larry Chi Chuen Chan & Kitty Hsin Yi Chou & Maiken Schultz & Ferdinandt Heike & Ken Yuk-Lam Yeung, 2003. "Island Shangri-La's Environmental Management System: A Long Way to Go!," Asian Case Research Journal (ACRJ), World Scientific Publishing Co. Pte. Ltd., vol. 7(02), pages 173-194.
    • Handle: RePEc:wsi:acrjxx:v:07:y:2003:i:02:n:s0218927503000379
    DOI: 10.1142/S0218927503000379
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