Culture and Organization: The Case of Transmanche‐Link
用霍夫斯泰德的文化价值观工具和范德文的组织行为工具，调查英法隧道项目管理者，发现文化价值观复制了霍夫斯泰德的结果，但行为预测未获支持，英国管理者更官僚和团队导向，法国管理者更果断和竞争。
The relationship between culture and organization has often been discussed, but rarely explored directly. This paper implements a cultural values instrument taken from Hofstede together with a behavioural instrument derived from Van de Ven to matched samples of British and French managers working on the Channel Tunnel project. The results largely replicate the findings of Hofstede regarding cultural values, but do not support the predicted implications for behaviour. In essence, the British were found to be more bureaucratic and more team‐oriented than their French counterparts, who tended to be more fonceur and competitive. This indicates that the relationship between culture and behaviour might be more complicated than research to date suggests.