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This book sets out to examine the question: Are there alternatives to US models of corporate governance for global players? Based on well-grounded concepts of distinct national and regional corporate cultures, created by different patterns of communication, negotiation and organisation, 20 corporate histories -- 10 from Asia and 10 from Europe -- are reviewed. Among these global players -- operating in different sectors, like aviation, telecommunications, electronics, household appliances, steel, automotives, food & beverages, confectionery, retailing, finance, advertising, and branding -- the persistence of national corporate cultures clearly emerges. Corporate globalisation will never become uniform. Companies that ignore the strength of national ways of doing and organising their business will do so at their peril. Most strikingly this happens during cross-cultural mergers, which almost inevitably will fail if done in a centralist fashion. Only those companies that are aware and respect the persistent strength of the different national traditions of production, trading and marketing will succeed.