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The purpose of this paper is to study the contribution of French sociology of organisations (mainly represented by M. Crozier, E. Friedberg and J.D. Reynaud) to the knowledge of organisations in the French context, specially through the “bureaucratic phenomenon”.

The author shows that the work has provided a relevant picture of some of the main characteristics of a “French way of organising”, but shows in a second part that French specificities are only a part of the authors’ scientific project, and discusses some of the reasons why it did not get a large international recognition in the English-speaking literature.

The article provides a summary of the analysis and a discussion of its relevance to the French context today. It opens a reflection about the question as to whether a sociological school based on field studies can be used outside of its original context of conception.

The author does not have the ambition of an exhaustive overview of the international impact of this school.

The author aims at a reevaluation of the contribution, for English-speaking academics, and at a development of the thinking about the use of the “strategic analysis” model.

An examination of the today relevance of the “bureaucratic” model in France, and a better knowledge of the interest of this school outside France.

Addresses the cultural dimension of uncertainty avoidance (UA), of US and German staffing decisions – but uses a different viewpoint. Discusses and challenges the hitherto accepted meaning of individual positions of countries UA, using Höfstede’s guide. Adumbrates the concept of UA at the two levels of society and organization, linking the two levels. Concludes that low Höfstede UA index does not necessarily mean no or little need for certainty even in France and Denmark.