Corporate Culture and Technology Transfer
Locating industrial facilities in developing countries confronts corporations with a stream of choices and potential conflicts among corporate objectives. How these choices and competing objectives are interpreted and reconciled depends heavily upon the meanings that are attached to them and the values that are brought to bear in corporate decision making. Accordingly, much depends upon what has come to be called corporate culture and the extent to which this culture actually guides the behaviour of its managers through the various stages of developments that result in the acquisition, construction or operation of a facility in a developing country. This chapter enquires into this issue in the case of E.I. DuPont de Nemours and Company, or DuPont, widely cited as having a particularly well-developed corporate culture.