Demerged multinational enterprises: a study of post-demerger international strategies
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Author (Corporation)
Publication date
2020
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Course of study
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01A - Journal article
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Parent work
European Journal of International Management
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DOI of the original publication
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Volume
14
Issue / Number
1
Pages / Duration
55-91
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Inderscience
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Abstract
Demerged Multinational Enterprises (DMNEs) that emerge with an independent corporate status after a demerger from a parent multinational enterprise (MNE) are unique firms with a great variety of post-demerger strengths, weaknesses and international strategic responses. This paper adopts a firm-level internalisation theory approach to MNE strategy to empirically explore the characteristics and post-demerger strategies of four focal case DMNEs. Five years of post-demerger data from annual accounts, newspaper articles and databases were analysed. Analysis of the strategic responses of the four DMNEs has allowed a typology that distinguishes four DMNE types to be proposed. This typology explains the international strategies of DMNEs by the degree of post-demerger strategic dynamism that is possible and the need to address the quality of the firm specific advantages endowed to the DMNE in the demerger.
Keywords
multinational enterprise, demerger, demerged multinational enterprise, post-demerger, international strategy typology, case study
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ISBN
ISSN
1751-6757
1751-6765
1751-6765
Language
English
Created during FHNW affiliation
Yes
Strategic action fields FHNW
Publication status
Published
Review
Peer review of the complete publication
Open access category
Hybrid
License
Citation
Merkestein, W., & Lindeque, J. P. (2020). Demerged multinational enterprises: a study of post-demerger international strategies. European Journal of International Management, 14(1), 55–91. https://doi.org/10.1504/EJIM.2020.103801