Merkestein, WouterLindeque, Johan Paul2020-11-132020-11-1320201751-67571751-6765https://doi.org/10.1504/EJIM.2020.103801https://irf.fhnw.ch/handle/11654/31798http://dx.doi.org/10.26041/fhnw-3523Demerged 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.enMultinational EnterpriseDemergerDemerged Multinational EnterprisePost- DemergerInternational Strategy TypologyCase Study01A - Beitrag in wissenschaftlicher Zeitschrift55-91