cannot subscribe to a monolithic or one-dimensional view of globalization orAmericanization, a worldview that depicts icons of American culture spreading bydesign worldwide and riding roughshod over local conditions and practices. Scholarsconducting studies on Disneyfication or similar research have suggested that it isincorrect to think of globalization as a simple process of subsuming foreign cultures(Bryman,2006; Zaheer,2002). Not only has Disney accommodated to China’s localpreferences, dietary requirements, and even tastes for décors and settings, but it hasalso applied the glocalization model to different cultures, such as the one in Europeafter the Disneyland Paris (formerly Euro Disney) was opened in 1992 (Zhang,2007).Understanding the theoretical concept of glocalization is a specifically criticalmatter, because Disney’s experience is one of the many instances that indicate thecurrent upward trend in the glocalization of corporations that increasingly transfercomplex assets abroad. Now, more than ever, corporations are not just adaptingideas, themes, products, and services, but also entire organizations, includingcorporate philosophies and strategies, operational procedures, models for supervi-sor–employee relations, and so forth. These have to be ever more closely linked tothe contexts and the sociocultural environments in which they are performed(Kostova & Roth,2003).Nevertheless, it would be useful to further analyze the concept of glocalizationnot as a replacement of globalization, but as a process that gives globalization freshand unique insights. Even though this case study of Hong Kong Disneyland haslooked at one key aspect of glocalization—that is, local adaptation or Robertson’s(1992) notion that glocalization refers to creating products or services aimed for theglobal market but adapted to the local cultures—the very concept of glocalizationdoes not limit itself to such a narrow approach. For example, as Wong (2000) pointsout, the idea of glocalization eliminates the fear from many that globalization is likea culturaltsunamithat erases all differences. In other words, Wong continues, a giantcorporation does not have to go global“all the way”to reach international success.