Abstract
This paper examines the case of introducing the Amoeba Management in the former Mita Corporation. It highlights the process in which the management system, which was originated and shaped at Kyocera Corporation in a long term, was disseminated and adopted by the existing employees regarding the situation in which the company adopted the Corporate Rehabilitation Law and needed to be reconstructed in a short term. The paper shows that (1) the Amoeba Management was fused with the existing business model at the company rather than rigidly introducing the management system, and (2) via the fusion process, the basic idea and values of the Amoeba Management was diffused among the existing employees of the case company.
