Strategic Altruism as a Management Strategy

This chapter operationalizes altruism as a concrete management strategy. It introduces the integration of market and non-market strategies, arguing that businesses must harmonize profit-seeking with societal contributions. Drawing from Eastern thought, particularly yin–yang dualism, the chapter conceptualizes integration as a balance between opposing but complementary forces. The case of Kazuo Inamori’s Amoeba Management at Kyocera and his restructuring of Japan Airlines illustrates how altruism can underpin cost leadership, differentiation, and social contribution simultaneously. Inamori’s model demonstrates that altruism can unify market strategies – focused on efficiency and competitiveness – with non-market strategies – centered on public good and social legitimacy. The chapter argues that without ethical standards, integration risks becoming rhetorical; with altruism, it becomes a coherent and actionable principle. Ultimately, “strategic altruism” is defined as the unifying code that bridges corporate self-interest and societal responsibility. By embedding altruism in mission, vision, and values, firms can develop resilient, integrated strategies that achieve both economic success and social contribution, transforming altruism into a competitive advantage in the 21st century.