摘要
阿米巴经营模式是由稻盛和夫创立的，阿米巴经营理论的形成则来源于他经营日
本京瓷公司和第二电信这两家公司的过程。在企业规模变大，情况日趋复杂后，经营
管理捉襟见肘，分身乏术，他迫切的希望能够有一批目标一致、勇于承担经营重任的
业务伙伴，基于这种情况下，他把公司进行了改革，将公司划分成若干个“阿米巴”
组织，对从公司内部选拔出的阿米巴负责人赋予所在组织的经营权，从而达到培养具
有经营者意识的领导的目的。稻盛和夫先生创立的日本京瓷公司和第二电信，这两家
公司在他的有生之年都进入了世界 500 强。凭借阿米巴经营理念和管理方式，在 4
次经济危机过后，京瓷公司的经营不但没有衰退，反而创造了连续 50 年盈利的经营
神话，因此稻盛和夫也被誉为日本的“经营之圣、人生之师”。阿米巴经营模式的成
功运行，吸引了很多国内企业学习和借鉴，并结合企业自身情况引进阿米巴经营管理
模式。国内部分企业在推行阿米巴经营后，公司管理体系日趋完善，全员主动性显著
提高，并培养出了与企业共同成长的“经营者”

HX 集团是一家民营上市公司， 2015 年初，HX 集团管理层决定以地产业务板
块为试点，引入阿米巴经营理念，推行和实施阿米巴经营管理，以此提升全员自主经
营意识，培养具有经营意识的领导，整体提升组织能效。本文主要研究 HX 集团以
地产业务为阿米巴试点，到集团内部全面推行阿米巴经营方式的方案设计，总结了阿
米巴经营方式实施后的管理改善成果，也同时指出了阿米巴经营模式实施后续改进措
施。本文以 HX 集团推行阿米巴经营模式及内部实施为对象，总结了管理模式实施的
关键因素，为国内企业进行管理创新、推行阿米巴经营模式提供了借鉴案例

关键词：阿米巴 经营模式 管理创新 经营者Abstract
II
Abstract
Amoeba Management Model derives from the early years of business difficulties of
KazuoInamori who is known as the Japanese Sage in management when he was not
only responsible for the company&39;s research and development, but alsomarketing of
products, and when the company expanded to more than 100 staff, hefelt unbearably
tired and eager to have multiple divisions of himself to take responsibilities of each
important departments. Hence he divided the company into small units called amoeba,
and selected amoeba leaders from within the company and entrusted them with the task,
by which method it cultivated a number of managers with entrepreneurial consciousness.
Mr.Kazuo founded the Japanese Kyocera Corporation and DDI (now known as KDDI),
bothcompanies have become the Fortune Global 500 in his lifetime. With amoeba
business philosophy and management method, Kyocera became the only large Japanese
enterprise that survived four economic crisis and what&39;s more it never lost profits during
a 50-consecutive-years period which represents a miracle. The successful operation of
amoeba business model in Kyocera has attracted a lot of Chinese enterprises to learn and
introduce amoeba management model. Some domestic enterprises have greatly improved
the overall initiative after implementing amoeba management,and cultivated
entrepreneurs that grow with the enterprises, in the meantime of improving the
management system of the company.
HX Group is a listed private company in China. In early 2015, HX GROUP
management decided to introduce amoeba management concept and implement amoeba
management fully within the group and subsidiaries to enhance the self-management
awareness of staff in order to promote the overall organization efficiency. This paper
focuses on the HX Group&39;s amoeba management pilot to the real estate business to the
full implementation of such management program throughout the group, and the analysis
of the expected results, it also studies the experiences and gains and losses during the
application of amoeba management.This paper targets on the introduction and
implementation of amoeba management in HX Group, summarizes the key factors in the
implementation of management model,and provides a reference case of management
innovation and implementation of amoeba business model for domestic enterprises.
Key words: Amoeba；Management Model；Management Innovation；Entrepreneur首都经济贸易大学硕士学位论文
III
目录
1 绪论 ......... 1
1.1 研究背景和意义 ... 1
1.1.1 研究背景 ...... 1
1.1.2 研究意义 ....... 1
1.2 研究思路和方法 ..... 1
2 阿米巴经营理论综述 ..... 3
2.1 阿米巴经营经营理论 ..... 3
2.1.1 阿米巴经营的定义 ... 3
2.1.2 阿米巴经营的目的和优势 ........... 3
2.2 阿米巴经营模式在我国的发展现状 ..... 5
2.2.1 阿米巴经营理论在我国的研究现状 ....... 5
2.2.2 阿米巴模式在我国的实践及未来研究方向 ....... 6
3 HX 集团经营情况分析 ... 8
3.1 HX 集团基本情况介绍 . 8
3.1.1 集团规划和发展定位 ....... 8
3.1.2 主要业务板块 ....... 8
3.2 HX 集团组织结构及经营现状分析 ..... 9
3.3 HX 集团实施阿米巴经营的基础及必要性 ... 11
3.3.1 HX 集团实施阿米巴经营的基础 ......... 11
3.3.2 HX 集团实施阿米巴经营的必要性 ..... 11
4 HX 集团阿米巴变革方案设计 . 13
4.1 阿米巴经营理论的贯彻 ........... 13
4.1.1 阿米巴组织划分的原则和要求 ... 13
4.1.2 业务组织的分类 . 14
4.2 标的（资产包）划分的原则及标准 ..... 14
4.3 阿米巴组织负责人候选人的产生 ......... 14
4.4 内部推行程序 ....... 15
4.4.1 招标方案发布及投标要求 ......... 15
4.4.2 招标程序 . 16
4.4.3 内部协议签订及后续事宜 ........... 16
4.4.4 中标后“阿米巴”组织的管理机制改善.... 16
4.5 退出机制 ........... 16
4.5.1 正常退出 . 16
4.5.2 非正常退出 ..
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