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Coercive deinternationalisation and host institutional legitimacy

Colin Turner (School of Management, Heriot‐Watt University, Edinburgh, UK)

European Business Review

ISSN: 0955-534X

Article publication date: 8 March 2011

Abstract

Purpose

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.

Design/methodology/approach

The paper presents a conceptual, multi‐case study.

Findings

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.

Originality/value

The paper offers a strategic framework to guide further research and highlights an under‐explored area within the increasingly complex internationalised system.

Keywords

Citation

Turner, C. (2011), "Coercive deinternationalisation and host institutional legitimacy", European Business Review, Vol. 23 No. 2, pp. 190-202. https://doi.org/10.1108/09555341111111200

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited