京瓷公司阿米巴经营的制度经济学分析

在京瓷公司成立5年后的1964年,为了保持公司的发展活力,稻盛和夫独创阿米巴经营方式——在生产过程中,把整个组织分成许多独立核算的小组。这种经营方式对京瓷公司的发展壮大产生了极为重要的影响。从制度经济学的视角看,作为一种制度,阿米巴经营在京瓷公司取得成功,关键在于它恰当安排了自利的动力机制和权威命令的动力机制,以及京瓷公司良好的制度环境。阿米巴经营在成功追求利他目标的同时,本身也有一定的局限性。

The Institutional Economics Analysis on Ameba Management of Kyocera

Five years after the founding of Kyocera,in order to maintain the vigorous development of the company,Inamori Kazuo created a unique management code in 1964.The Ameba management,which divides the whole unit into a number of independent ones,contributed a lot on the development of the company.From the point of institutional economics,It is because has set up the motivation mechanism of egoism and authority order that it can achieve success in Kyocera.Besides,the company's fine institutional environment also plays an important role.This management code has its own limits though it succeeded in realizing the goal of helping others.