De‐internationalisation and global strategy: the case of British Telecommunications (BT)

Abstract

Purpose -The paper aims to examine the process of de-internationalisation through an analysis of British Telecommunications' (BT's) experience. There is -to date -little research upon de-internationalisation, this paper aims to contribute to the debate through assessing how businesses with a strong domestic position would respond to a turbulent commercial environment. Design/methodology/approach -The key research issue is addressed in the paper via the use of a single case study. Findings -The paper finds that BT, throughout the 1990s, developed an aggressive global strategy. However, by the 1990s, BT was in a process of retreat. This failure was influenced by the form and nature with which this strategy was executed, which resulted in a declining commitment to an aggressive global strategy. With the failure of the global strategy, BT reverted to a more defensive corporate strategy. Originality/value -The paper makes a contribution through adding to an emerging debate on the form and nature of de-internationalisation. This process is explored from the standpoint of a business that has sought to pursue an aggressive international strategy whilst sustaining a commitment to a strong domestic position. The paper highlights how de-internationalisation is linked into the form and nature initial strategy.

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