Organization and management in an Anglo-French consortium: The case of transmanche-link

G.M. Winch, N. Clifton, Carla Millar

Research output: Contribution to journalArticlepeer-review

Abstract

This paper presents the results of a comparative organizational assessment of the behaviour and organization of the British and French managers who constructed the Channel Tunnel. In the context of a common adhocratic organization, a principal components analysis of the survey results differentiates the British and French respondents on five dimensions: fonceur/procedural; competitive/collegial; involved/distanced; individualistic/supportive; and stress. These quantitative results are supported by qualitative data from interviews and open-ended questions. A preliminary explanation of the results in terms of a configurational analysis of the differences between the British and French managers surveyed is then offered. The paper argues that an organizational assessment methodology is compatible with societal approaches which attempt to understand nationally distinctive configurations of organization and management.
Original languageUndefined
Pages (from-to)663-685
Number of pages23
JournalJournal of Management Studies
Volume37
Issue number5
DOIs
Publication statusPublished - 16 Dec 2002

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