Cultural Transformation at Shangri-La, Sydney

Marcelle Droulers, Troy Heffernan

Research output: Book chapter/Published conference paperConference paperpeer-review

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This paper reports on a case study undertaken at the Shangri-La Hotel in Sydney, Australia. The re-branding of the luxury hotel required a sensitive reading of cultural difference between that of the Chinese parent company and the new location. While 'Shangri-La values' are a key factor in the hotel group's strategy it was found that such values were developed within an Asian context and could not be easily transported to a non-Asian location such as Australia. In-depth interviews of senior staff members and an analysis of internal and external documents helped to explain how Shangri-La became Sydney's most successful deluxe hotel within three years. Faced with restrictive workplace legislation, minimal staffing levels and a set of entrenched cultural values often at odds with the desired organisational culture, Shangri-La management successfully navigated a course that would preserve brand integrity while adapting to cultural difference. Change has been successfully managed by taking an integrative multi-perspective approach to transformational change.
Original languageEnglish
Title of host publication21st ANZAM conference
Subtitle of host publicationManaging our intellectual and social capital
EditorsRoss Chapman
Place of PublicationSydney, Australia
Number of pages1
ISBN (Electronic)1863081402
Publication statusPublished - 2007
EventAustralian and New Zealand Academy of Management (ANZAM) Conference - Sydney, Australia, Australia
Duration: 04 Dec 200707 Dec 2007


ConferenceAustralian and New Zealand Academy of Management (ANZAM) Conference


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