The aim of this paper is to identify the major coercive forces driving the enforced reconfiguration of the multinational company. This is explored through the conceptual development of coercive deinternationalisation via the literature on legitimacy. Through a multi‐case study approach, the concept is developed within the context of counteracting non‐market strategies. This material is used to develop a conceptual framework through which the drivers and reactions to these coercive pressures can be more fully explored.
The paper presents a conceptual, multi‐case study.
The paper uses the link between case material and the literature on legitimacy to generate testable hypotheses to guide future research. These are based on the causes, conditions and effectiveness of counteracting coercive deinternationalisation.
The paper offers a strategic framework to guide further research and highlights an under‐explored area within the increasingly complex internationalised system.
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