To exacerbate the problem of short leadership tenure, two of Macau’s casino
companies, MELCO-PBL and MGM Macau, have been formed through collaboration
between an ethnic Chinese partner and an Australian/U.S. partner. Naturally, both
partners will flex their muscles in wanting to run the organization in a manner that seems
correct to them. This increases the difficulty in crafting a service culture that would
be acceptable to all constituencies within top management, and employees are often
provided conflicting signals of what their organization represents, making organizational
identification a very challenging task.