The argument in this book has been that all corporations have difficulty integrating environmental and economic aims, whether they are traditional or social-environmental. What is especially interesting is that many corporations have begun to merge environmental and economic aims. The evidence further suggests that corporate responses are not as contradictory as might be expected. This was discovered in the investigation of corporate management responses to environmental challenges. The cases reveal that corporate cultures are linked to management structures and styles that in turn can determine corporate responses to environmental crises. Within these responses there is variation that can be best understood in terms of shades of green analysis.