The perception that organizations are developing very different organi
zational structures from those identified by Mintzberg (1979) has been
steadily gaining ground. For example, the Colruyt Company has been de
veloping a new organizational form since its start-up in 1965, which w
as distinctly different from any of the five basic forms identified by
Mintzberg (1970) a decade later This article shows how the Colruyt Co
mpany differs from its counterparts in terms of corporate core beliefs
and values, employee involvement, managerial strategy and the applica
tion of information technology. The outcome of our research will be of
value to other companies that desire to pursue innovative approaches
similar to those followed by the Colruyt Company.