Making sense of implemented strategies in new venture hospitality management. An American–Austrian–Hungarian Case Research Study

Abstract

How do multiple organizations make important decisions jointly and link such decisions together to form hospitality-related strategies? The article demonstrates an historical application of mapping strategic thinking in renewing an existing enterprise where the renewal process includes the participation of several principal organizations headquartered in two European, and one North American, countries. This article includes a case research study that offers detailed cause maps of the strategies employed in the 1992/1993 selling/buying and refurbishing the Duna Inter-Continental Hotel in Budapest. One of the participants described the new venture as “a classic example of American companies using Austrian and German money to get a toehold in Hungary's expanding markets.”