Re-entry in foreign markets: a multi-level analysis of antecedents, mechanisms, and performance

While international business research extensively covers initial market entries and exits, foreign market re-entry—firms returning to a host country after a previous exit—remains fragmented and theoretically under-integrated. This dissertation addresses this gap by investigating the drivers, mechanisms, and consequences of re-entry through three complementary studies. Methodology Study 1: Analyzes a longitudinal dataset of 140 re-entry cases from 25,000+ newspaper articles to develop a change-based taxonomy of drivers. Study 2: Applies behavioral theory to six qualitative cases of global fast-food chains to uncover learning mechanisms and cognitive biases. Study 3: Uses the Resource-Based View (RBV) to examine 26 automotive industry cases, linking re-entry strategies with long-term performance. Key Findings Re-entry is a path-dependent process shaped by organizational memory and institutional shifts, rather than a simple "second first entry." Drivers: Triggered by five change categories: strategy, finances, market attractiveness, regulation, and business models. Behavioral Constraints: Past experience is "potential energy" requiring active updates; unaddressed overconfidence can cause repeated failures. Outcomes: Success relies on learning quality and resource reconfiguration. The thesis proposes a fourfold typology of re-entry trajectories, from learning-driven improvers to quasi-novo entrants. Contributions This research integrates behavioral theory and the RBV into a cohesive international business framework. It provides managers with a strategic model to evaluate timing, partner selection, and resource commitment when re-entering markets.