Halina Szejnwald Brown, Patrick Derr, Ortwin Renn, Allen L. White, Jeanne X. Kasperson, Roger E. Kasperson

Introduction to the Study
Conceptual Framework and Initial Assumptions
Background to the Case Studies
Chronologies of the Three Cases
Host Country Development Policies and Environment, Health, and Safety
Corporate Culture and Technology Transfer
Business Arrangements and the Environment, Health, and Safety
Synthesis
Index

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.