De‐internationalisation and global strategy: the case of British Telecommunications (BT)

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.

Citation

Turner, C. and Gardiner, P.D. (2007), "De‐internationalisation and global strategy: the case of British Telecommunications (BT)", Journal of Business & Industrial Marketing, Vol. 22 No. 7, pp. 489-497. https://doi.org/10.1108/08858620710828863