The Consequences of De-Internationalization: Empirical Evidence from Belgium

Onkelinx, Jonas; Manolova, Tatiana S.; Edelman, Linda F.

doi:10.1108/s1571-502720160000029006

Cited by 11 publications

(9 citation statements)

References 40 publications

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“…Several authors have noted that internationalization is still not easy for firms, especially smaller and younger ones (Bauweraerts et al, 2019;Fernández and Nieto, 2006;Lafuente et al, 2015); many of them fail (Nummela et al, 2016;Onkelinx et al, 2016;Vissak and Masso, 2015;Vissak et al, 2018). On the other hand, firms can also gain considerably if they internationalize (Calabro and Mussolino, 2013;Cristiano, 2018;Lee et al, 2012;Li et al, 2018;Miranda-Garcia et al, 2019;Ram on-Llorens et al, 2017;Ratten et al, 2017;Sun et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Export behavior and corporate governance

Lukason

Vissak

2020

RIBS

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Purpose This paper aims to study how firms’ export behavior is associated with their corporate governance. Design/methodology/approach This study uses whole population data of Estonian small and medium-sized enterprises: 9,530 exporters and 73,619 non-exporters. Several theory-driven corporate governance variables and exporting variables (based on previous studies) are used. Binary logistic regression is applied to study how exporters’ corporate governance differs from that of non-exporters. Eight additional continuous dependent variables are used to portray exporters’ internationalization with ordinary least squares regression. The robustness of the obtained base results is checked for younger/older and smaller/larger firms. Findings Having female board members did not lead to a higher likelihood of export activities. Experience – tenure’s length, board members’ age and other board memberships – provided mixed results. Having a larger board was associated with a higher export propensity and larger exports but a lower export share. A larger share of a chief executive officer’s shareholding was associated with lower export propensity, exporting less overall and activities on a smaller number of markets. The presence of a majority owner was associated with larger export share and export turnover, but more focus on the main export market. Firm age and size affected the results. Originality/value Previous studies about the interconnection of corporate governance and exporting have relied on varied theoretical explanations and limited sets of variables. This paper provides an extensive insight by using corporate governance variables emergent from various theoretical explanations accompanied by a large set of dependent exporting variables. The latter enables obtaining a more holistic view of the interconnection between the two phenomena.

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Section: Introductionmentioning

confidence: 99%

Export behavior and corporate governance

Lukason

Vissak

2020

RIBS

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“…The Appendix includes 80 studies among more than one hundred in the area of subsidiary divestments. Recently, some studies have been developed in similar areas such as deinternationalization (Benito and Welch, 1997;Onkelinx, Manolova, and Edelman, 2016) and reverse internationalization (Gnizy and Shoham, 2014). However, these studies did not qualify for this analysis because they did not include any correlation matrices or lacked suitable correlation matrices.…”

Section: Selection Criteria Used In Gathering Different Papers On Subsidiary/ Ijv Divestmentmentioning

confidence: 99%

Three decades of subsidiary exits: Parent firm financial performance and moderators

Coudounaris

Orero-Blat

Rodríguez-García

2020

Journal of Business Research

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This study aimed to find important constructs and relationships among models of subsidiary divestment during the period from 1989 to 2018 using correlation matrices of 80 studies, the selection of which was based on six criteria. It revealed eight important constructs, namely firm innovativeness, environmental factors in the target country, type of experience, organizational characteristics, investment strategy, parent firm financial performance, subsidiary divestment, and the moderating effects of advertising intensity and product diversification. Furthermore, it shed light on seven relationships that should be considered in future attempts to measure or assess parent performance related to its antecedents and subsidiary divestment. Moreover, advertising intensity and product diversification were respectively weakening and strengthening moderators on firm financial performance, and advertising intensity was a weakening moderator between organizational characteristics and subsidiary divestment. The implementation of a product diversification policy did not assist in preventing subsidiary divestment. Conclusions, implications, limitations, and future research were discussed.

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“…Second, the selected cases de-internationalized from the respective markets within a few years after entry. As previous research indicated, de-internationalization may become less likely when behavioral commitment is stronger because of higher sunk costs (Benito MBR 28,4 and Welch, 1997;Onkelinx et al, 2016). Hence, additional insights can be provided by conducting a similar study of firms that de-internationalize from markets after a longer presence and/or to link insights from studies on attitudinal commitment to the reemerging focus on the role of motives in internationalization (cf.…”

Section: Attitudinal Commitment In Firmsmentioning

confidence: 99%

Attitudinal commitment in firms’ de-internationalization processes

Kuiken¹,

Wentrup

Schweizer

2020

MBR

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Purpose This paper aims to examine the de-internationalization process to determine how different forms of attitudinal commitment influence the de-internationalization process. Design/methodology/approach Because of the exploratory nature of the study, a case study design is used. Two cases of Swedish companies, which de-internationalize from the French market, are studied. Findings Different commitment profiles influence the de-internationalization process. In particular, a general commitment profile, in which affective, normative, instrumental and continuance commitment play a role, influences the timing of de-internationalization, while the effort directed toward the execution of de-internationalization is mainly influenced by normative commitment and the extent of de-internationalization mainly by instrumental commitment. Research limitations/implications By offering three propositions regarding the four types of commitment and the effects of these commitment types on the process of de-internationalization, the authors contribute to the literature on de-internationalization and the commitment literature. Practical implications The findings suggest that there is a risk that managers continue to commit resources to a market for a longer period without clear benefits because of affective and continuance commitment. As local employees persist in committing to the local market because of continuance commitment, offering viable alternatives reduces commitment to the foreign operations. Originality/value Distinguishing between different types of commitment, the paper builds on a more fine-grained typology of commitment than previous internationalization literature. Thereby, the paper opens up for new insights in the de-internationalization process.

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The Consequences of De-Internationalization: Empirical Evidence from Belgium

Cited by 11 publications

References 40 publications

Export behavior and corporate governance

Export behavior and corporate governance

Three decades of subsidiary exits: Parent firm financial performance and moderators

Attitudinal commitment in firms’ de-internationalization processes

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