I n developing foreign market entry strategies, multinational corporations (MNCs) usually focus on two decisions: how to enter foreign markets and how to establish a strong foothold for long-term competitive growth. An important consideration generally overlooked in this strategy development process is how to exit from a country market when exiting becomes necessary. In general, MNCs give insufficient attention to exit decisions, although political risk may necessitate them. Torneden (19751, based on his analysis of firms’ behavior, notes that firms make exit decisions in a haphazard manner that bears little resemblance to rational economic behavior. Strategically, however, decisions regarding exiting a foreign market should be as important as those of entering a foreign market because of their long-term consequences on a firm’s performance. Socioeconomic and political environments invariably change, both within home and host countries. These changes sometimes create political risk that leaves no other option for a firm but to withdraw from a particular country market. Whereas most forced withdrawals from a host country have been the result of political changes within that country itself, withdrawals can also be forced upon companies by events outside the host country, as has been the case with MNCs of different nationalities operating in South Africa. A forced withdrawal is different from a market-determined withdrawal. In the case of the former, the firm leaves the market involuntarily; in the case of the latter, the exit is influenced by market forces and competitive considerations, ’ such as declining market share, product phaseout, or lack of economic incentives in the host country (Wilson 1980). Although the issue of forced withdrawal has become strategically imporManagers dealing with tant-as the experiences of many MNCs in South Afforeign operations must understand and plan rica suggest-a review of the literafor the possibility that ture indicates that business scholars they will no longer be have focused more welcome. on market-determined withdrawals than forced withdrawals. This is not surprising; instances of leaving the market voluntarily are far more frequent than being forced out of it. Furthermore, when examining the phenomenon of forced withdrawal from a political risk perspective, scholars have generally focused on withdrawals resulting from actions by host governments, such as expropriation, confiscation, and nationalization. Recent examples, however, suggest that withdrawals can also be forced upon firms by other groups or actions. As a result, there is a need to understand the phenomenon of forced withdrawals and to provide strategic guidelines to executives for managing the longterm interests of their corporations. This article attempts to answer the following questions: 1. Why are MNCs susceptible to political risk? 2. What are the socioeconomic and political forces that influence a firm’s withdrawal from a particular market? 3. What are the strategic considerations for a firm when withdrawal from a country market is forced?