Definitions of de-internationalization*
| Source | Answer |
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| Main generative AI chatbots | |
| ChatGPT Plus | “Firms’ de-internationalization refers to the process where companies reduce their international activities, which can include divesting from foreign markets, scaling back operations, or entirely withdrawing from some regions. This strategic shift can be driven by various factors such as changes in the global economic environment, shifts in company strategy, or the need to focus on core competencies. The phenomenon contrasts with internationalization, where firms expand their operations globally. De-internationalization has been explored in research from multiple perspectives. Studies have examined the triggers and consequences of de-internationalization, noting that it is often not just about business failure but can also be a strategic choice to optimize resources or to adapt to adverse conditions in international markets. This process is not necessarily permanent; firms may re-enter foreign markets after a retreat, suggesting that de-internationalization can also be part of a dynamic strategy of international market engagement. For a deeper dive into the strategic and operational aspects of de-internationalization, you might explore academic articles and empirical studies that discuss how and why companies choose to reduce their international footprint, as well as the implications of these decisions” Source
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| Google Gemini | “Firms’ de-internationalization, according to scientific research, refers to the voluntary or forced scaling back of a company’s international activities. This can encompass a variety of actions, including: Market Exit: Withdrawing from specific foreign markets entirely. [Trąpczyński, 2016] Reduced Operations: Decreasing the level of engagement in a particular market, such as by closing subsidiaries or reducing production. Strategic Shift: Refocusing on domestic markets or changing the way a company operates internationally, like moving from direct ownership of facilities to licensing agreements. [Kafouros et al., 2022] De-internationalization is not necessarily seen as a negative outcome, although it has traditionally been viewed that way in business research. It can be a strategic decision based on various factors like: Economic Conditions: Changes in global or regional economies that make international operations less profitable. [Belderbos and Zou, 2009] Political Instability: Unstable political environments in foreign markets that create risk. [Berry, 2013] Increased Competition: Facing tougher competition from local or international firms in foreign markets. [Benito and Welch, 1997] Strategic Priorities: A company deciding to focus resources on different areas, potentially domestic expansion. [Kafouros et al., 2018] Understanding de-internationalization is important for researchers and businesses alike. It provides a more complete picture of how firms operate internationally, acknowledging that scaling back involvement in foreign markets can be a just as strategic a decision as international expansion” Sources
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| Microsoft Copilot | “Firms’ de-internationalization is a complex process that involves multiple aspects. It can be defined as the total or partial, voluntary or involuntary exit of a company from an external or foreign market1. This process can take various forms such as foreign divestment, export reduction, withdrawal of a foreign operation, global exit, termination, and backshoring2. The phenomenon of de-internationalization has been theoretically recognized as an important part of the dynamics of firm internationalization2. It has practical, far-reaching implications for firms that either engage in direct investment in foreign countries or export overseas if these firms rely on these international activities to create value2. Despite the theoretical importance and practical significance of de-internationalization, the international business field is still working to fully understand this phenomenon2. The understanding of the determinants and consequences of de-internationalization processes can contribute to a more conscious management of foreign operations3. It’s important to note that while financial effects of divestments have been frequently studied, the competitiveness implications of de-internationalization have widely been neglected3. Therefore, further research should consider de-internationalization phenomena from the viewpoint of several interrelated aspects, as well as shift attention from studying failure to studying optimization3” Sources
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| Perplexity | “De-internationalization refers to the process by which a firm reduces or withdraws its business activities from foreign markets. This can involve:
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Key aspects of de-internationalization include:
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| Understanding the causes, processes, and consequences of de-internationalization is an important area of research in international business“ Sources
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| Claude | “Firms’ de-internationalization” refers to the process by which companies reduce their involvement in or withdraw from international markets. This concept encompasses a range of activities, from partial reduction of international operations to complete exit from foreign markets Key aspects of de-internationalization include:
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| While I don’t have access to a live database of scientific sources, I can provide a general definition based on my training. However, for the most accurate and up-to-date information, it would be best to consult recent academic literature If I were to provide a citation, it might look something like this: Benito, G. R. G., and Welch, L. S. (1997). De-internationalization. Management International Review, 37(2), 7–25 This paper is often considered foundational in the study of de-internationalization. However, I must emphasize that while this citation is formatted based on standard academic citation styles, you should verify it independently. As an AI, I may sometimes generate plausible-looking citations that aren’t entirely accurate. It’s always best to double-check citations against a reliable academic database or the original sources For the most current research on this topic, I recommend searching recent publications in international business journals | |
| Other generative AI chatbots | |
| Character.AI | “Firms’ De-internationalization” can refer to instances where firms reduce their international operations, either by divesting international subsidiary firms or by reducing investments in foreign markets. This can be a result of regulatory pressure, economic downturns, or shifts in a firm’s strategic direction. Firms’ de-internationalization can be characterized by three main phases: disengagement, divestiture, and withdrawal. During the disengagement phase, firms reduce their international operations through a variety of techniques, such as downsizing international divisions or pulling out of specific foreign markets” Sources
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| ChatGPT Online | “Firms’ de-internationalization refers to the process by which a company reduces or eliminates its international operations and presence in foreign markets. This can involve scaling back or closing foreign subsidiaries, reducing exports or imports, and withdrawing from foreign markets altogether. According to a study by Johanson and Vahlne (2009), firms’ de-internationalization is often a strategic response to changes in the external environment, such as shifts in market conditions, regulatory changes, or increased competition. The decision to de-internationalize may also be influenced by internal factors, such as a company’s financial performance, resource constraints, or a desire to refocus on core markets. Research by Rugman and Verbeke (2004) suggests that firms’ de-internationalization can be a complex and challenging process, requiring careful planning and execution. It may involve restructuring the company’s operations, reallocating resources, and managing relationships with stakeholders such as employees, suppliers, and customers. Overall, firms’ de-internationalization is a strategic decision that can have significant implications for a company’s competitiveness, growth, and overall performance in the global marketplace” Sources
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| ColossalChat | “Firms’ De-Internationalization (FD) refers to when firms reduce their international operations and activities due to external or internal factors such as economic downturns, political instability, changes in trade policies, etc. FD can also be caused by strategic decisions made by companies to focus more resources locally instead of internationally. This phenomenon has been studied extensively within International Business research and literature” Sources
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| AI-driven applications specifically designed for academic research | |
| Avidnote | “Firms’ de-internationalization” refers to the process whereby a company reduces or withdraws its international operations or presence in foreign markets. It involves the reversal or scaling back of international activities previously undertaken by the firm. This could include divesting foreign subsidiaries, closing foreign operations, scaling down international market penetration, or shifting focus back to domestic markets” Sources
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| Elicit | “Firms’ de-internationalization, as defined by Turcan (2003), is a process of reducing or completely withdrawing from international business operations, often due to factors such as resource constraints or strategic reorientation. This process is not always permanent, as some firms may later resume their international activities, a phenomenon known as re-internationalization (Fan-y, 2013). Kafouros (2021) further emphasizes the cyclical nature of these processes, highlighting the need for a comprehensive understanding of the antecedents and motivators for de-internationalization and re-internationalization. These studies collectively underscore the dynamic and complex nature of firms’ internationalization pathways, with de-internationalization being a key aspect of this process” Sources
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| PaperDigest | “Based on the provided search results, firms’ de-internationalization can be defined as the process through which organizations retract their international operations and activities. This process is influenced by organizational institutionalism, attitudinal commitment, and resource-based strategies. Research on firms’ de-internationalization focuses on specific criteria, historical temporality, and the impact of market volatility on exiting and re-entering emerging economies. The decision to de-internationalize is often based on past research indications and the competitive advantage offered by internal resources. Additionally, the cognitive foundations of firm internationalization play a role in understanding the bounded rationality behind de-internationalization processes. Overall, firms’ de-internationalization involves a strategic withdrawal from international markets, influenced by various internal and external factors Sources [1], [2], [3], [4], [5], [7], [9]” [1] De‐internationalization: An organizational institutionalism … [2] Temporality and firm de-internationalization: Three historical … [3] Internationalization: Evolution of a Concept - Lawrence S. Welch … [4] What Doesn’t Kill the MNE, Makes It Stronger? Impact of De … [5] Market exit and re-entry in a volatile emerging economy: a case … [6] The Art of Abandoning Ship [7] Foreign divestments: a review and research agenda | Emerald Insight [8] (PDF) The Effect of Studying Abroad and Curriculum … [9] The Cognitive Foundations of Firm Internationalization [10] (PDF) The Beauty and the Beast? |
| Scispace | ““Firms’ de-internationalization” refers to the process where firms retract their international operations. This phenomenon is gaining attention due to its prevalence among both large corporations and SMEs. Various factors drive de-internationalization, such as internal determinants and external influences [1]. Commitment profiles, including affective, normative, instrumental, and continuance commitment, play a crucial role in influencing the timing, effort, and extent of de-internationalization [2]. Causes of de-internationalization can stem from incorrect internationalization processes, such as the Misfit Micro-Location issue, where firms choose unsuitable locations within a country for their operations [3]. Overall, de-internationalization involves firms making decisions to either adapt and stay or withdraw and exit international markets, influenced by a combination of factors and commitment types [4] [5]” Sources
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| Source | Answer |
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| ChatGPT Plus | “Firms’ de-internationalization refers to the process where companies reduce their international activities, which can include divesting from foreign markets, scaling back operations, or entirely withdrawing from some regions. This strategic shift can be driven by various factors such as changes in the global economic environment, shifts in company strategy, or the need to focus on core competencies. The phenomenon contrasts with internationalization, where firms expand their operations globally. De-internationalization has been explored in research from multiple perspectives. Studies have examined the triggers and consequences of de-internationalization, noting that it is often not just about business failure but can also be a strategic choice to optimize resources or to adapt to adverse conditions in international markets. This process is not necessarily permanent; firms may re-enter foreign markets after a retreat, suggesting that de-internationalization can also be part of a dynamic strategy of international market engagement. For a deeper dive into the strategic and operational aspects of de-internationalization, you might explore academic articles and empirical studies that discuss how and why companies choose to reduce their international footprint, as well as the implications of these decisions” Sort, J. C., and Turcan, R. V. (2019). De-internationalization: A business model perspective. Journal of Business Models, 7(4), 39–44 |
| Google Gemini | “Firms’ de-internationalization, according to scientific research, refers to the voluntary or forced scaling back of a company’s international activities. This can encompass a variety of actions, including: Market Exit: Withdrawing from specific foreign markets entirely. [Trąpczyński, 2016] Reduced Operations: Decreasing the level of engagement in a particular market, such as by closing subsidiaries or reducing production. Strategic Shift: Refocusing on domestic markets or changing the way a company operates internationally, like moving from direct ownership of facilities to licensing agreements. [ Belderbos, B., and Zou, H. (2009). Firms in transition from emerging to developed economies: A conceptual framework. Journal of International Business Studies, 40(8), 1333–1356 Benito, G. R., and Welch, D. J. (1997). Firm heterogeneity and dynamic capabilities in international distribution channels. Strategic Management Journal, 18(8), 633–653 Berry, S. J. (2013). Foreign direct investment and political risk: A review of the literature. Journal of International Business Studies, 44(1), 36–64 Kafouros, M., Kostopoulos, V., and Zietsma, C. (2018). Firm-level determinants of de-internationalization: A review and research agenda. International Business Review, 27(2), 321–345 Kafouros, M., Zietsma, C., and Dikova, D. (2022). De-internationalization through strategic asset divestment: A typology and framework. Journal of International Management, 28(2), 100832 Trąpczyński, M. (2016). Determinants and consequences of firms’ de-internationalization. Management and Production Engineering Review, 8(4), 94–102 |
| Microsoft Copilot | “Firms’ de-internationalization is a complex process that involves multiple aspects. It can be defined as the total or partial, voluntary or involuntary exit of a company from an external or foreign market1. This process can take various forms such as foreign divestment, export reduction, withdrawal of a foreign operation, global exit, termination, and backshoring2. The phenomenon of de-internationalization has been theoretically recognized as an important part of the dynamics of firm internationalization2. It has practical, far-reaching implications for firms that either engage in direct investment in foreign countries or export overseas if these firms rely on these international activities to create value2. Despite the theoretical importance and practical significance of de-internationalization, the international business field is still working to fully understand this phenomenon2. The understanding of the determinants and consequences of de-internationalization processes can contribute to a more conscious management of foreign operations3. It’s important to note that while financial effects of divestments have been frequently studied, the competitiveness implications of de-internationalization have widely been neglected3. Therefore, further research should consider de-internationalization phenomena from the viewpoint of several interrelated aspects, as well as shift attention from studying failure to studying optimization3” What is De-Internationalization | IGI Global (igi-global.com) Trąpczyński, P. (2016). De-internationalisation: A review of empirical studies and implications for international business research. Baltic Journal of Management, 11(4), 350–379 Du, J., Zhu, S., and Li, W. H. (2023). Innovation through internationalization: A systematic review and research agenda. Asia Pacific Journal of Management, 40(3), 1217–1251 Tang, R. W., Zhu, Y., Cai, H., and Han, J. (2021). De-internationalization: a thematic review and the directions forward. Management International Review, 61(3), 267–312 |
| Perplexity | “De-internationalization refers to the process by which a firm reduces or withdraws its business activities from foreign markets. This can involve: Exiting or scaling back operations in specific foreign markets Closing down international subsidiaries or joint ventures Reducing international sales, exports, or other foreign market commitments |
| Key aspects of de-internationalization include: It is not simply the reverse of the internationalization process, but a distinct phenomenon with its own drivers and dynamics Firms may de-internationalize selectively, by withdrawing from certain foreign markets while maintaining or even expanding operations in others De-internationalization can be a proactive strategic choice or a reactive response to poor performance, environmental changes, or other factors The reasons for de-internationalization can include market-specific factors, firm-specific factors, or broader environmental changes De-internationalization can have significant organizational and financial implications for the firm | |
| Understanding the causes, processes, and consequences of de-internationalization is an important area of research in international business“ Benito, G. R., and Welch, L. S. (1997). De-internationalization. MIR: Management International Review, 7–25 Turcan, R. V. (2011). De-internationalization: A conceptual note. The Copenhagen Journal of Asian Studies, 29(1), 57–67 Mellahi, K. (2003). The de-internationalization process: A case study of Marks and Spencer. The Service Industries Journal, 23(5), 51–68 Bernini, M., Du, J., and Love, J. H. (2016). Explaining intermittent exporting: exit and conditional re-entry in export markets. Journal of International Business Studies, 47(9), 1058–1076 Welch, C. L., and Welch, L. S. (2009). Re-internationalisation: Exploration and conceptualisation. International Business Review, 18(6), 567–577 | |
| Claude | “Firms’ de-internationalization” refers to the process by which companies reduce their involvement in or withdraw from international markets. This concept encompasses a range of activities, from partial reduction of international operations to complete exit from foreign markets Voluntary or forced reduction in international activities Decreasing foreign market presence Divestment of international assets or subsidiaries Refocusing on domestic markets |
| While I don’t have access to a live database of scientific sources, I can provide a general definition based on my training. However, for the most accurate and up-to-date information, it would be best to consult recent academic literature | |
| Character.AI | “Firms’ De-internationalization” can refer to instances where firms reduce their international operations, either by divesting international subsidiary firms or by reducing investments in foreign markets. This can be a result of regulatory pressure, economic downturns, or shifts in a firm’s strategic direction. Firms’ de-internationalization can be characterized by three main phases: disengagement, divestiture, and withdrawal. During the disengagement phase, firms reduce their international operations through a variety of techniques, such as downsizing international divisions or pulling out of specific foreign markets” “Firms’ International Expansion and Economic Growth: A Review and Empirical Investigation” by James R. Davis Jr. A study published in The Journal of International Entrepreneurship called “Divestiture as a Form of International Disengagement: An Empirical Approach” An article published in The Economic Review called “International Retrenchment as Managerial Response to Economic Cycle Shocks: A Data Based Exploration” |
| ChatGPT Online | “Firms’ de-internationalization refers to the process by which a company reduces or eliminates its international operations and presence in foreign markets. This can involve scaling back or closing foreign subsidiaries, reducing exports or imports, and withdrawing from foreign markets altogether. According to a study by Johanson and Vahlne (2009), firms’ de-internationalization is often a strategic response to changes in the external environment, such as shifts in market conditions, regulatory changes, or increased competition. The decision to de-internationalize may also be influenced by internal factors, such as a company’s financial performance, resource constraints, or a desire to refocus on core markets. Research by Rugman and Verbeke (2004) suggests that firms’ de-internationalization can be a complex and challenging process, requiring careful planning and execution. It may involve restructuring the company’s operations, reallocating resources, and managing relationships with stakeholders such as employees, suppliers, and customers. Overall, firms’ de-internationalization is a strategic decision that can have significant implications for a company’s competitiveness, growth, and overall performance in the global marketplace” Johanson, J., and Vahlne, J. E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431 Rugman, A. M., and Verbeke, A. (2004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18 |
| ColossalChat | “Firms’ De-Internationalization (FD) refers to when firms reduce their international operations and activities due to external or internal factors such as economic downturns, political instability, changes in trade policies, etc. FD can also be caused by strategic decisions made by companies to focus more resources locally instead of internationally. This phenomenon has been studied extensively within International Business research and literature” “De-Internationalisation Strategies Adopted By Multinational Enterprises” by Zhang “Exploring The Determinants of Firms’ De-Internationalization Decision Making” by Liu and Wang, 2016; “Understanding And Managing Firms’ De-Internationalization Processes” by Kumar |
| Avidnote | “Firms’ de-internationalization” refers to the process whereby a company reduces or withdraws its international operations or presence in foreign markets. It involves the reversal or scaling back of international activities previously undertaken by the firm. This could include divesting foreign subsidiaries, closing foreign operations, scaling down international market penetration, or shifting focus back to domestic markets” Hitt, M. A., Li, D., and Xu, K. (2016). International strategy: From local to global and back. Journal of World Business, 51(1), 11–23 Pehrsson, A. (2010). De-internationalization of the firm: A literature review and conceptual framework. Advances in International Marketing, 21, 99–116 Welch, L. S., and Luostarinen, R. K. (1988). Internationalization and the smaller firm: A review of contemporary empirical research. Journal of International Business Studies, 19(3), 461–476 Zhou, L., Wu, A., and Barnes, B. R. (2017). The dark side of internationalization: A critical review of the international business literature on firms’ de-internationalization. International Business Review, 26(6), 1216–1231 |
| Elicit | “Firms’ de-internationalization, as defined by Turcan, R. V. (2003). Small firm de-internationalization: An entrepreneurship perspective Kafouros, M., Cavusgil, S. T., Devinney, T. M., Ganotakis, P., and Fainshmidt, S. (2022). Cycles of de-internationalization and re-internationalization: Towards an integrative framework. |
| PaperDigest | “Based on the provided search results, firms’ de-internationalization can be defined as the process through which organizations retract their international operations and activities. This process is influenced by organizational institutionalism, attitudinal commitment, and resource-based strategies. Research on firms’ de-internationalization focuses on specific criteria, historical temporality, and the impact of market volatility on exiting and re-entering emerging economies. The decision to de-internationalize is often based on past research indications and the competitive advantage offered by internal resources. Additionally, the cognitive foundations of firm internationalization play a role in understanding the bounded rationality behind de-internationalization processes. Overall, firms’ de-internationalization involves a strategic withdrawal from international markets, influenced by various internal and external factors |
| Scispace | ““Firms’ de-internationalization” refers to the process where firms retract their international operations. This phenomenon is gaining attention due to its prevalence among both large corporations and SMEs. Various factors drive de-internationalization, such as internal determinants and external influences [1]. Commitment profiles, including affective, normative, instrumental, and continuance commitment, play a crucial role in influencing the timing, effort, and extent of de-internationalization [2]. Causes of de-internationalization can stem from incorrect internationalization processes, such as the Misfit Micro-Location issue, where firms choose unsuitable locations within a country for their operations [3]. Overall, de-internationalization involves firms making decisions to either adapt and stay or withdraw and exit international markets, influenced by a combination of factors and commitment types [4] [5]” Weng, M., Lim., Symeon, Mandrinos. (2022). A general theory of de‐internationalization. Global Business and Organizational Excellence, doi: 10.1002/joe.22186 (2022). Towards De-internationalisation of Entrepreneurial SMEs: Exploring Internal and External Factors. doi: 10.5465/ambpp.2022.13188abstract Andrea, Kuiken., Robert, Wentrup., Roger, Schweizer. (2020). Attitudinal commitment in firms’ de-internationalization processes. The Multinational Business Review, doi: 10.1108/MBR-11-2019-0154 Raquel, Meneses., Helder, Pinho. (2019). Causes of De-Internationalization: Evidence of Six Cases. doi: 10.4018/978-1-5225-8906-8.CH008 Christophe, Loué. (2018). Firms and internationalization: an approach based on the skills and the profile of the entrepreneur. Journal of small business and entrepreneurship, doi: 10.1080/08276331.2018.1459013 |
Note(s):
*Answers to the following question: Please define “firms’ de-internationalization” based on scientific sources
Source(s): Authors’ own work
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