This article presents a strategy process study of export withdrawal. An in-depth comparative study of four export withdrawals results in a complex, six-staged strategy process model. The cases illustrate how organizations behave inertially, cope with opposing perspectives, evaluate, and ultimately withdraw. Clear evidence is provided about how and why commitment to an export venture begins to escalate with some managers, whereas others increasingly detach themselves from it. The authors argue that a profound insight into the strategic and organizational dynamics of an international withdrawal fosters a better understanding of the internationalization process of the firm.
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