De-internationalisation and global strategy: The case of British Telecommunications (BT)

Colin Turner, Paul D. Gardiner

    Research output: Contribution to journalArticle

    13 Citations (Scopus)

    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.

    Original languageEnglish
    Pages (from-to)489-497
    Number of pages9
    JournalJournal of Business and Industrial Marketing
    Volume22
    Issue number7
    DOIs
    Publication statusPublished - 2007

    Keywords

    • Country of origin
    • Globalization
    • Market entry
    • Marketing strategy
    • Telecommunications
    • United Kingdom

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