Brown and her colleagues offer an 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 insights into the anatomy of decision-making in a highly sensitive and increasingly scrutunised segment of contemporary business. This is an 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.