This book set out to examine the role played by MNCs in post-conflict environments and the way in which that role is governed, both by the companies themselves and by the governmental and intergovernmental structures which oversee the reconstruction process. In drawing conclusions from this study, it is important to remember the counsel of Stake, Yin and others about precisely what a collective case study can achieve. As Stake puts it, ‘a collective case study may be designed with more concern for representation but . . . the representative nature of a small sample is difficult to defend.’1 A research project that draws on a small number of cases cannot properly be said to be studying a sample and therefore the goal of the collective case study method is to ‘expand and generalise theories, and not to enumerate frequencies.’2 This chapter cannot therefore be said to provide conclusions about the role and governance of multinationals post-conflict, per se, but as the conclusions from this study of Azerbaijan, Bosnia and Rwanda. However, these conclusions may very well have applicability for other post-conflict theatres and indeed for examining the role of the corporate sector in other development contexts. A number of other areas of possible further research are set out later in this chapter.