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.
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