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Brown and her colleagues offer an unprecedented analysis of how multinational corporations and developing countries manage, in the face of differing values, to relate as each proceeds in the interest of particular development objectives. Through three case studies involving Du Pont Agrichemical, Occidental Chemical, and Xerox and the countries of India and Thailand, the authors illustrate how the differing values of the host country and the corporation influence decisions. It offers valuable insights into the anatomy of decision-making in a highly sensitive and increasingly scrutinized segment of contemporary business.
This is a particularly timely examination of multinational enterprises, of the impact of corporate cultures, sustainable development, hazard management and environmental issues seen in relationship to developing countries' values, needs, and objectives.
|2||Values and Culture in Technology Transfer||15|
|3||Corporate and Host Country Profiles||45|
|4||Tales of Three Facilities||91|
|5||Host Country Development Policies and EH&S||123|
|6||Corporate Culture and Technology Transfer||149|
|7||Business Arrangements and EH&S||179|
|8||Synthesis: Value Conflicts and Implications for International Technology Transfer||201|