This book offers a meditation on the links between philosophy and its implementation, interpreting why and how a leader's "philosophy" strengthens his action predicated on the purposeful vision of life;

Chapter 1 Introduction.- Chapter 2 Inamori Management Philosophy: Schematic representation.- Chapter 3 Kazuo Inamori.- Chapter 4 Ideology and Rules.- Chapter 5 Leadership.- Chapter 6 Amoeba Management and hourly profit system (AMS).- Chapter 7 Inamori’s strategy analysed through financial statements: Inception-1981, 1973-1974, 1974-1979, 1979-1983, 1983-1985, and 1973-1989.- Chapter 8 Kyocera’s Accounting system.- Chapter 9 Inamori Management and Amoeba Management Systems in the light of Management control literature.- Chapter 10 Conclusions and Discussions.

This book offers a meditation on the links between philosophy and its implementation, interpreting why and how a leader's "philosophy" strengthens his action predicated on the purposeful vision of life; and discusses the  a hypothesis that performance control in management may be driven by transcendental and intrinsic motivations, contrasting with the traditional management control theory. It construes how Inamori's management philosophy disciplines accounting and finance management towards putting its basic tenets into practice. Examining, in particular, the history of Kyocera, the authors provide a contemplative look at a human centric philosophy, which will be of interest to scholars of management, corporate executives, and economists with a philosophical bent.

“Kase, Choi and Nonaka’s account of Kazuo Inamori’s leadership of Kyocera reveals a decentralized “amoeba” system that unites the imperative "respect the divine and love people" with rigorous performance management. If capitalist business is to redeem itself from its propensity to cultivate greed, aggression, unfairness and dishonesty, spiritual values will be critical to leadership. The Inamori Management System and the Inamori Management Philosophy, as explored by Kase et al, warrants attention by business leaders everywhere.” (Robert Grant, Author of “Contemporary Strategy Analysis”)

“Zazen is dead earnestness. According to “Kase, Choi and Nonaka,” Dr Kazuo Inamori’s entire thinking and management philosophy exudes his dead earnestness towards the Way (or his purposive view of life) through his management practice. The genuineness of his conviction seems to be proven by the fact that his “credence — praxis” structure follows the self-same path practised by Master Dogen: strict behaviour discipline leading to the assimilation and assumption of spiritual values. As stressed in his “Shobo Genzo”, the Truth is learnt with body and mind (身心学道).” (Muho Nölke, the ninth abbot of Antaiji Temple)

“One measure we use to assess the quality of a corporate-level strategy is "value creation by the corporate centre".  If the corporate centre is adding more value than competing corporate centres, it has a good corporate-level strategy.  Value creation by the corporate centre provides an objective, if somewhat conceptual measure of corporate-level strategy success as well as an objective way of making strategic choices. Of course, strategic choices are driven by many other more humanistic factors, such as homing instinct, wish, compatibility/incompatibility of characters, traits, etc. This book by Kase et al is suggesting that the value creation concept can be amplified or expanded to include some of these humanistic aspects. Whether this approach is situation and person specific or whether it offers a more universal measure is not yet clear. The authors are encouraged to verify or falsify this significant point.” (Andrew Campbell, Hult International Business School (Ashridge))

A management philosophy that offers an alternative to the profit maximisation paradigm Explores a heart-felt human-centric management philosophy closely knit with praxis Provides insight into cross-cultural management

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