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

Graham M. Winch*, Naomi Clifton, Carla Millar

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

12 Citations (Scopus)
9 Downloads (Pure)


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 languageEnglish
Pages (from-to)662-685
Number of pages24
JournalJournal of management studies
Issue number5
Publication statusPublished - 1 Dec 2000


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