Culture and organization: the case of Transmanche-Link

Article Abstract:

A study of the cultural values of French and British managers working for the Channel Tunnel consortium Transmanche-Link largely supports the previous findings of Hofstede (1980) on the link between culture and organization. In his study of IBM managers in 40 countries, Hofstede defines power distance, individualism, masculinity and uncertainty avoidance as the four indices of national culture. Details of the Transmanche-Link study found that French managers were less reliant on procedures, while their British counterparts were better team players.

Research, Case studies, Management research, Corporate culture, Organizational behavior

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Organization and management in an Anglo-French consortium: the case of Transmanche-Link

Article Abstract:

This article examines the management techniques of international consortia, focusing on the relationship between Anglo and French managers in Transmanche-Link, the firm responsible for the construction of the Channel Tunnel. Topics addressed include the compatibility between organizational assessment methodology and societal or national approaches to management and organization.

France, Social aspects, Statistical Data Included, Construction industry, Organizational research, Consortia, Transmanche Link

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The social construction of contextual rationalities in MNCs: An Anglo-German comparison of subsidiary choice

Article Abstract:

The authors compare subsidiaries in Germany and England as to their ability to influence the management of the international parent company.

Germany, Management dynamics, Multinational Corporations, Parent-to-subsidiary activities, Subsidiary-to-parent activities, Subsidiary corporations, Subsidiaries, Company business management, Subsidiaries, divisions and units

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