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'Beyond the M-form': Towards a Critical Test of the New Form

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  • Paul Gooderham
  • Svein Ulset

Abstract

This paper critically examines Bartlett and Ghoshal's claim that a radical new organizational form, distinctly different from the M-form both in terms of its structure and psychological underpinnings, may be observed among transnationals. The main theoretical dimensions of the M-form and the 'New Form' are delineated and compared within the context of the discourse between Transaction Costs Economics (TCE) and the Knowledge Based Approach on organizational advantage. Thereafter empirical evidence centred on ABB is extended and re-examined. On the basis of this analysis the thesis of an emergent new form is found to be unsupported. It is thus reasonable to assume that any organizational advantage transnational companies may possess still resides in hierarchical governance as identified by TCE and outlined in its multinational M-form application. To the extent to which it exists, normative social control has a secondary status.

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  • Paul Gooderham & Svein Ulset, 2002. "'Beyond the M-form': Towards a Critical Test of the New Form," International Journal of the Economics of Business, Taylor & Francis Journals, vol. 9(1), pages 117-138.
    • Handle: RePEc:taf:ijecbs:v:9:y:2002:i:1:p:117-138
    DOI: 10.1080/13571510110103010
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    Cited by:

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    2. Kim, Bongjin & Prescott, John E. & Kim, Sung Min, 2005. "Differentiated governance of foreign subsidiaries in transnational corporations: an agency theory perspective," Journal of International Management, Elsevier, vol. 11(1), pages 43-66, March.
    3. Birgitte Grøgaard & Helene Loe Colman & Inger G Stensaker, 2022. "Legitimizing, leveraging, and launching: Developing dynamic capabilities in the MNE," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(4), pages 636-656, June.
    4. Chi, Tailan & Nystrom, Paul C. & Kircher, Philipp, 2004. "Knowledge-based resources as determinants of MNC structure: tests of an integrative model," Journal of International Management, Elsevier, vol. 10(2), pages 219-238.

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