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M-form adoption at Cuf in the early 1970s: a comparative study in management innovation
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| 1.43 MB | Adobe PDF |
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Resumo(s)
This study examines CUF’s adoption of the M-form structure, an organizational structure dividing
a company into semi-autonomous divisions, each with its own resources and responsibilities. By
delving into the challenges related to the M-form adoption, this research emphasizes the crucial
role of management philosophy and the inherent process modifications necessary. The comparison
of other M-form adoption cases in developed countries with that of CUF highlights that these
companies faced considerable challenges during the adoption process. Further, the analysis reveals
that McKinsey, the consultancy guiding the implementation, customized its recommendations to
CUF's distinctive circumstances as a company operating in a peripheral country.
Descrição
Palavras-chave
Multidivisional form M-form Peripheral country Portugal Cuf Organizational change