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    George Johnston’s Tibetan interlude—myth and reality in Shangri-La by Genoni, Paul, Dalziell, T.

    Published 2017
    “…This paper considers the Tibetan section of his narrative with a focus on the influence of English novelist James Hilton’s Lost Horizon, with its depiction of a Tibetan utopia in the form of the lamasery of Shangri-La. In doing so the paper considers Johnston’s text as an example of the challenge faced by travel writers in negotiating the territory between myth and reality in representing the ‘truth’ of their experience, and as a narrative that avoids the worst of the orientalising traits of many other traveller’s accounts of Tibet.…”
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    Staff perception on customer choice of stay case of Shangri-La Rasa Ria Resort Tuaran / Emmylen Pius by Pius, Emmylen

    Published 2013
    “…This research is conducted to find out the main point or purpose for tourist to come in Shangri-la Rasa Ria Resort and to find out how the company improve their performance for better future.…”
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    Analysis of the Reasons for the High Turnover Rate of Hotel Staff and the Countermeasures-A case study of Yangzhou Shangri-La Hotel by Jiang, Yue

    Published 2020
    “…The study results indicated that several demographic and human capital characteristics are determinants for employee turnover intentions working in the Shangri-La hotel. Differences between gender in terms of education level, position and wage in the Shangri-La hotel were not found in this study.…”
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    Employees' Perception Of Organizational Climate In Shangri-La Hotels And Resorts In Singapore And Its Relationship Towards The Turnover Intention Of Its Employees by Yeat, Nai Shin

    Published 2009
    “…The main objective of this study is to explore the employees' perception of organizational climate in Shangri-La Hotels and Resorts and its relationship towards employees' turnover intention. …”
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    Strategy Building and Sustaining Competitive Advantage: A Case Study of Shangri-La Hotels (Malaysia) Berhad by Abdullah, Haim Hilman

    Published 2015
    “…This case study focuses on the best strategic initiatives of Shangri-La hotels (Malaysia) Berhad (SHMB) in strategy building and sustaining competitive advantage.It presently owns nine branches, namely Shangri-La's Rasa Ria Resort, Kota Kinabalu, Shangri-La's Tanjung Aru Resort and Spa, Kota Kinabalu, Putrajaya Shangri-La, Shangri-La Hotel, Kuala Lumpur, Traders Hotel, Kuala Lumpur, Traders Hotel, Puteri Harbour, Johor, Malaysia, Golden Sands Resort, Penang, Shangri-La's Rasa Sayang Resort & Spa, Penang and Hotel Jen Penang (Formerly Traders Hotel, Penang).The group is engaged in the ownership and operation of hotels and beach resorts, a golf course, investment properties and a commercial laundry. …”
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