This book attempts to put information management in the context of technology transfer, industrialization and national development. The author shows how critical the efficient use of information resources can be in terms of productivity. He also examine the costs of poor information management in undermining negotiation, the preparation of contingencies, and the ability to let go of "dead projects". To this end, case studies of two technology transfer projects in Kenya, the National Power Alcohol and National Car Programme, are considered over a period of twenty years.