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The aim of this paper is to analyze the exogenous and endogenous factors that determine the strategy of de-internationalization of SMEs in the sector of the footwear in the Metropolitan Zone of Guadalajara (ZMG). A model is proposed that explains the adoption of the strategy of de-internationalization from studies of comparative case in SMEs in the...
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... former is more likely to happen during the early stages, and it will decrease as the commitment and knowledge in foreign markets increases. This is in opposite to partial de-internationalization which tends to occur during the later stages of internationalization. Figure 2 shows that enterprises adopt modes of entry depending on the strategies that can be considered a failure, i.e. a total withdrawal from the markets, with a shift in strategy or as a partial retreat where they opt for change in input mode, de-franchising or de-exporting, and a reduction in operations. This behavior matches the research developed by Pauwels & Mathyssens (1999, 2004. ...
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Citations
... Contrariwise, de-internationalization can be regarded as a strategic misfit that may be seen as a failure or a strategic fit that corrects previous failures. This rationale is supported by existing findings in the IB literature that assert that firms involuntarily reduce (partial) or abandon (complete withdrawal) export markets (Gnizy & Aviv, 2018;Turner, 2012;Velázquez-Razo & Vargas-Hernánde, 2011;Vissak & Francioni, 2013) when they do not reach the desired configuration of strategic fit. Firms involuntarily reduce or abandon markets when their export orientation is not maintained (Benito & Welch, 1997), when weak export preparation and commitment to address competition and market demand occur (Bonaccorsi, 1992;Crick, 2004;Gnizy & Aviv, 2014), or due to the threat of betrayal, which focal firms cannot predict (Leonidou, Aykol, Fotiadis, Christodoulides, & Zeriti, 2017). ...
Many studies have focused on internationalization, with few shedding light on de‐internationalization. In this article, we contended that de‐internationalization is common in a world of matured globalization, yet it remains underexplored. We sought to build on the seminal articles on de‐internationalization by extending our understanding of the concept from a voluntary to an involuntary perspective. In particular, we used intellectual property rights as an institutional coercive dimension and set theory as a discerning mechanism to enrich our understanding of de‐internationalization. Our article, which demonstrates the multi‐faceted conditions of de‐internationalization, should benefit formal institutions and policy makers in developing a greater understanding of the relationship between public policies and focal firms' decisions to de‐internationalize. We also hope that our article will contribute to greater visibility of de‐internationalization and make the concept more approachable to our international business audience.
... W tym nurcie mieszczą się prace między innymi (Matthyssens, Pauwels 2000;Vissak 2008;Burt et al. 2002;Turner, Gardiner 2007;Velazquez-Razo, Vargas-Hernandez 2011). ...
The purpose of this article was to outline the area of research on de-internationalization in the context of Polish enterprises. In order to achieve it, an overview of previous studies was made and an attempt at interpreting the de-internationalization on the basis of the Uppsala model and network approach was presented. The article attempts to identify the most important factors for de-internationalization in the case of Polish companies. The study included the financial statements of companies listed on the main market of the Warsaw Stock Exchange belonging to electric machinery, chemical, pharmaceutical and plastics industries. In the present study, a Classification and Regression Tree (CART) algorithm has been applied. The results show that the key factors influencing the de-internationalization of Polish companies were return on sales in the previous year, growth rate of sales, size of the company and change of the operating costs indicator. The results seem to confirm the thesis that the main factor in export competitiveness of Polish enterprises is low production costs.
This research investigates whether the global startup original equipment manufacturers
(OEMs) in China could employ their knowledge-acquisition capability developed via
internationalization to compete domestically (i.e. reverse internationalization), facing
the recession in developed markets. Results examine that knowledge-acquisition
capability can help these firms compete in ‘reverse internationalization’, while the
conduct of own brand strategy partially mediates the positive relationship between their
capability and domestic performance. We contribute to the literature by identifying the
unique ‘Chinese global startup OEMs’, recognizing knowledge-acquisition capability
as a high-order dynamic capability for such firms, and introducing a novel
entrepreneurial phenomenon we call ‘reverse internationalization’.
