The purpose of this study is to investigate the perceptions of managers in Kuwait (both Kuwaiti and non- Kuwaiti) on the effects of multinational corporations (MNCs) in Kuwait and whether these effects were beneficial. The problem motivating this study is the effects that MNCs have on the social, cultural, political, legal, economic, business, and technological environments of their host countries, especially in developing nations. This study is based on a survey of the perceptions of 1,344 managers in Kuwait on the role of MNCs in changes in Kuwait. A review of the literature on MNCs and their relationships with their host countries is provided. This review focuses on four major environmental dimensions (Social-Cultural, Political-Legal, Business-Economic, and Technological) that are affected by MNCs. The factor analysis performed for this study supports this classification of the dimensions in the environment. An English questionnaire was developed from the list of major items in each of these dimensions. An Arabic version was developed using a "double-translation method." Both the English and Arabic versions of the questionnaire were pilot tested. The instrument proved to be reliable and valid. The study utilizes a 2 x 3 block design, categorizing subjects by nationality (Kuwaiti, other Arab, others) and type of organization (public and private). Since most of the variables in the study were measured using nominal and ordinal scales, mostly non-parametric statistics were used for data analysis. The major finding from this study was that managers in Kuwait perceive positive effects of MNCs on change in Kuwait, with the exception of the cultural environment. The favorable perceptions were about the MNCs1 effects on the change in business, economic, and technological environments in Kuwait. The results of the study should be beneficial to the Kuwaiti government, MNCs doing business in Kuwait, and also to cross-cultural researchers interested in the Middle East.

The objectives of this study are: (1) to explore the personal value systems of Jordanian managers; (2) to examine the relationship between the personal values of Jordanian managers and their behavior (i.e., decision making); and (3) to compare the personal value systems of Jordanian and American managers. To achieve the first and the second objectives, England's (1967) Personal Value Questionnaire (PVQ) and the Behavioral Measurement Questionnaire have been respectively utilized. To achieve the final objective, the behavioral relevance scores derived from this study are compared with those in England's (1975) study. Finally, demographic and organizational data are used to describe the characteristics of Jordanian managers and serve as covariates in the statistical analysis. In reference to the statistical techniques, England's scoring methodology, factor analysis and multiple regression, are used to determine the relationship between the personal value systems of Jordanian managers and their behavior (i.e., decisionmaking). England's (1975) "rule of thumb" (adjusted to 15 percent difference) and the Chisguare test are used to test the significant differences between the personal value systems of the Jordanian and American respondents. The findings of this study are as follows: 1. The primary value orientation of Jordanian managers responding to this study is moralistic in nature, while their secondary value orientation is pragmatic. Concerning the value profile, Jordanian managers have 34, 3, 8, and 21 concepts of the PVQ as operative, intended, adopted, and weak values respectively. Behavior relevance analysis indicates that Jordanian managers have emphasized certain value concepts which reflect their perception of economic need and their social value structure. 2. According to England's procedure, there is a qualified relationship between the personal values of Jordanian managers and their reported behavior, while there is a partial relationship according to factor analysis and multiple regression. 3. There are similarities and/or differences between the personal value systems of the two managerial groups linally, a summary of the findings, along with conclusions, implications, and suggestions are offered for individuals and organizations doing business in Jordan.