Reflecting Theoretical Perspective on De-internationalization Strategies: A Cross-Case Analysis Using Flowing Stream Strategy Framework

The internationalization process is complex and neither constantly moving ahead nor steady. Businesses often narrow the extent of their global reach or even exit overseas markets entirely. This research aimed to study the important driving elements and firms’ performance following the de-internationalization strategy. We performed a cross-case analysis of two leading auto firms that chose to de-internationalize and examined how this has improved the different aspects of their performance. We used a flowing stream strategy framework to compare the performance of automakers before and after implementing a partial de-internationalization strategy. We chose General Motors and Ford for our study because the financial performance of both firms improved following the partial de-internationalization approach. Contemporary research demonstrates that organizations should be flexible in redirecting resources that are not producing the intended results to profit sectors. This article recommends that firms should adopt a strategic flexibility framework to compete in the changing business climate. This work will facilitate managers to plan their resources proficiently and respond wisely to volatile events in an international market. This research adds value to the theoretical perspective of international business literature.