Show simple item record

dc.contributor.authorLe Boulch, Gaël
dc.contributor.authorBarabel, Michel
HAL ID: 745106
dc.contributor.authorMeier, Olivier
HAL ID: 3007
dc.date.accessioned2009-07-20T14:51:05Z
dc.date.available2009-07-20T14:51:05Z
dc.date.issued2008-09
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/1238
dc.language.isoenen
dc.subjectEuropean cultureen
dc.subjectOrganizational identityen
dc.subjectEnquêteen
dc.subjectMultinationalesen
dc.subjectPerformance de l'entrepriseen
dc.subjectIdentité organisationnelleen
dc.subjectEuropeen
dc.subject.ddc658en
dc.subject.classificationjelM14en
dc.subject.classificationjelM1en
dc.titlePerceived corporate culture by EADS top management : European or American influence?en
dc.typeArticle accepté pour publication ou publié
dc.contributor.editoruniversityotherUniversité de Paris 12;France
dc.contributor.editoruniversityotherUniversité de Paris 12;France
dc.description.abstractenThis paper presents the results of the study conducted by the authors at the request of the EADS Group and a discussion about the European culture concept and organizational identity. It is based upon 313 questionnaires administered via the company Intranet to the group’s key managers and directors. It highlights a number of specific cultural and managerial trends within the group and examines their relationship to the company’s economic performance. Our analysis shows that EADS is characterised chiefly by a European ideology. However, in many instances, the actual company values are very close to the Anglo-Saxon cultural model Throughout the period 2000-2004, the EADS Group displayed remarkable economic performance characterised by a significant increase in sales, improved market share, with a leading international position in aeronautic industry for 2004, and ambitious industrial projects notably with the A380. In the same period, the Top Management tried to create an “ad hoc” identity around the EADS Organization, in complement of the already existing identities of the subsidiaries. Within this context, the directors of the EADS Group decided to carry out an analysis of their company’s cultural characteristics in order to better understand the management style at play and the perceived values of the company’s key directors and managers.en
dc.relation.isversionofjnlnameThe Journal of American Academy of Business, Cambridge
dc.relation.isversionofjnlvol13en
dc.relation.isversionofjnlissue2en
dc.relation.isversionofjnldate2008-09
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherLibrary of Congressen
dc.subject.ddclabelGestion des entreprisesen


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record