ゼネラルエレクトリック社の全社レベル戦略の論理

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The field of strategy is relatively young, but research on competitive strategy has accumulated. The distribution and accumulation of resources at the corporate-level make possible the differentiation of competitive strategy. PPM, synergy, risk and resource-based theories are main schools of thoughts in the corporate-level strategy field. These theories have analyzed largely the logic of diversification strategy. But the fit between uncertain environment and corporate-level strategy will be very important to accumulate and use the resources. The speedy and reasonable decision-making of top management is needed for the fit. Therefore there is a need to build new theoretical framework for analyzing the perception of top management in decision making. The theory of dominant logic was published 1986, and will be a basic view point about corporate-level strategy. In this theory, strategy is conditioned by the perception frame of top management that had been made by personal values and experiences in many businesses. In this article, the objective is to analyze the corporate-level strategy in GE from the traditional-analytical view and the dominant logic view , and add another logic to the research of corporate-level strategy. J. Welch, who was the CEO of GE for 21years, is analyzed in this article. I analyze the reasons why GE was able to achieve a high ROI based on Welch's biography, annual report of GE and other data. There is evidence that the dominant logic had an important effect on decision-making. J. Welch had used the analogical inference based on the dominant logic. But his analogical inference had a few limitations on building a new logic for developing new business.
日本経営学会の論文
2008-04-20

著者

芦澤成光
玉川大学経営学部

ゼネラルエレクトリック社の全社レベル戦略の論理

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