|International Journal of Business and Economics
Volume 20, No. 3
|Focused Strategies During Re-internationalization:
Evidence from India
|Indian Institute of Management Shillong, India
|Although firms' tendencies to re-enter international operations after exiting from initial internationalization are relatively high, re-internationalization has not received much attention in extant literature. It is vital for managers of de-internationalized firms to understand what aids successful re-internationalization, which prompted us to study the relevance of learning and experiences gained from initial internationalization stages on subsequent strategies when firms re-internationalize. Results from surveying senior managers amongst re-internationalized Indian firms indicated that firms tend to opt for more focused strategies in their choice of products, customer segments, and geographies during re-internationalization than during the initial internationalization period. The findings suggest managers should not be disenchanted from the initial failed internationalization attempts as the learning from the initial internationalization are much helpful when firms re-internationalize. Managers should invest in knowledge management systems to efficiently use such learning to implement more focused strategies leading to successful re-internationalization. The study also has meaningful research and policy implications.
|Keywords：Internationalization, De-Internationalization, Re-Internationalization, Organizational Learning, Focused Strategies, India.
|JEL Classifications：F23, M16.