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Organization and Management in an Anglo‐French Consortium: The Case of Transmanche‐Link

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  • Graham M. Winch
  • Naomi Clifton
  • Carla Millar

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.

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  • Graham M. Winch & Naomi Clifton & Carla Millar, 2000. "Organization and Management in an Anglo‐French Consortium: The Case of Transmanche‐Link," Journal of Management Studies, Wiley Blackwell, vol. 37(5), pages 663-685, July.
    • Handle: RePEc:bla:jomstd:v:37:y:2000:i:5:p:663-685
    DOI: 10.1111/1467-6486.00198
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    Cited by:

    1. Marc Fréchet, 2007. "Les difficultés relationnelles dans les partenariats d’innovation:une approche par le contrat psychologique," Revue Finance Contrôle Stratégie, revues.org, vol. 10(1), pages 125-148, March.

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