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The GE Paradox: Competitive Advantage Through Fungible Non-Firm-Specific InvestmentUniversity of Western Ontario, Richard Ivey School of Business, London, Ontario, N6A 3K7, Canada, dlehmberg{at}ivey.ca
University of Western Ontario, Richard Ivey School of Business, London, Ontario, N6A 3K7, Canada
University of Western Ontario, Richard Ivey School of Business, London, Ontario, N6A 3K7, Canada
University of Windsor, Odette School of Business, Windsor, Ontario, N9B 3P4, Canada This study addresses two questions: (a) Does General Electric have an exceptional ability to develop non-firm-specific general management talent, and (b) how can GE’s investment into non-firm-specific, nonproprietary managerial capabilities be explained theoretically? The authors’ analysis provides evidence that GE has an extraordinary managerial development capability. Their theory suggests that GE’s managerial development process is valuable, rare, inimitable, and organized to be exploited, and therefore, a source of sustained competitive advantage. This process produces a flow of managers with the potential to be sources of temporary competitive advantage for GE. Outward flow of executive talent is a required byproduct of the process.
Key Words: succession • event study • leadership • GE effect • general manager development
This version was published on October
1, 2009 Journal of Management, Vol. 35, No. 5,
1129-1153 (2009) |
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