Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2016 | nr 1 | 7--18
Tytuł artykułu

Reaching an Entrepreneurial Management System of Amoebas. A Qualitative Insight into the European Experiences

Treść / Zawartość
Warianty tytułu
Języki publikacji
The aim of the study is an assessment of the Amoeba Management System (AMS) introduction advancements in some European companies. The study takes the practically focused research approach. The approaches, achievements and phases whilst introducing the AMS principles by companies are observed and critically assessed. First insight into the challenges of AMS introduction is taken basing on critical study of the literature output. The scientific studies and managerial publications are taken into consideration. The empirical part of the study is based on the qualitative approach. A multiple case study methodology is employed. The research objects are three companies, one of them operates in Sweden, the next two in Poland. Each of them have different experiences in AMS implementation, they also manifest different management styles and habits. The study demonstrates that AMS is a very prospective management methodology which can support companies in employees commitment during their journey towards operational excellence. The analysis results show different motivations for AMS introduction as well as different development paths, these are harmonized with different management styles in companies and culture occurring in countries. The study is particularly valuable because this is one of the first empirical investigations of AMS implementation in European companies. In the field of theory the study proposes the four level scale for amoebas system maturity. This scale allows to classify companies following AMS principles and, at the same time, this scale is also the kind of path of AMS implementation. The study points out basic tools for companies which support AMS implementation. These tools are already known in management literature, but experience of investigated companies shows that they are fundamental for successful AMS implementation. (original abstract)
Opis fizyczny
  • Bialystok University of Technology
  • LeanQ Team sp. z o.o.
  • Adler, R.W., & Hiromoto, T. (2012). Amoeba Management: Lessons From Japan's Kyocera. MIT Sloan Management Review, 54(1), 83-89.
  • Aon Hewitt (2015). Report of Trends in Global Employee Engagement. Retrieved from:
  • Bart van Ark (2015). Report: Global Economic Outlook 2016 - Key Findings. The Conference Board Inc. Retrieved from:
  • Blahova, M. (2013). Effective Strategic Action: Creating Dynamic Performance Framework Based on the Utilization of Synergy Effects of Bata, Japanese and Amoeba Management Systems, doctoral thesis. Zlin, Czech Republic: Tomas Bata University in Zlin, Faculty of Management.
  • Burns, P. (2005). Corporate enterpreneurship. Building an entrerpreneurial organization. New York, USA: Palgrave.
  • Burns, R.B. (2000). Introduction to Research Methods. London, Great Britain: Sage Publications.
  • Castellina, N. (2015a). Business Process Optimization and Change Solutions: Innovative Technology for Agile Bussinesses. Aberdeen Research, January. Retrieved from:
  • Castellina, N. (2015b). Innovate with Business Driven Workflow Automation. Aberdeen Research, December. Retrieved from:
  • Creswell, J.W. (2007). Qualitative Inquiry & Research Design. Thousand Oaks, USA: Sage Publications.
  • Denzin, N.K., & Lincoln, Y.S. (2009). Metody badań jakościowych [Qualitative research methods]. Warsaw, Poland: Wydawnictwo Naukowe PWN.
  • Hamada, K., & Monden, Y. (1989). Profit management at Kyocera Corporation: the amoeba system. In Y. Monden, & M. Sakurai (Eds.), Japanese Management Accounting - A World Class Approach to Profit Management (pp. 197-210). Cambridge, USA: Productivity Press.
  • Hay Group (2015). Nowe zasady angażowania pracowników [The new rules of employees engagement]. Retrieved from:
  • Inamori, K. (2014). Zarządzanie Ameba. Każdy pracownik w roli głównej [Amoeba Management. Every employee in the main role]. Poznań, Poland: Exemplum.
  • Inamori, K. (2013). Amoeba Management. The Dynamic Management System for Rapid Market Response. Boca Raton, USA: CRC Press.
  • Kazuo Inamori Official Website.
  • Kyocera Consulting Group.
  • Levine, S. (2006). High performance organizations: creating a culture of agreement. Handbook of Business Strategy, 7(1), 375-380.
  • Moon, M.M. (2015). The new 70:20:20: The changing face of learning. Aberdeen research. Retrieved from:
  • Sawabe, N., Kazusa, Y., & Ushio, S. (2008). Dialectic Dynamics of Management Accounting and Management Philosophy. NZMA.
  • Sawabe, N., & Ushio, S. (2009). Studying The Dialectics between and within Management Credo and Management Accounting. The Kyoto Economic Review, 78(2), 127-156.
  • Sawabe, S. (2015). Value-driven responsibility accounting: dynamic tensions generated by competing values embedded in the management control system. Discussion Paper No. E-14-020. Kyoto, Japan: Kyoto University, Graduate School of Economics.
  • Smythe, J. (2009). CEO - dyrektor do spraw zaangażowania [CEO - Director of commitment]. Kraków, Poland: Oficyna Walter Kluwer Business.
  • Takeda, H., & Boyns, T. (2014). Management, accounting and philosophy. Accounting, Auditing & Accountability Journal, 27(2), 317-356.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.