Abstract
Reshoring, the relocation of previously offshored activities back to the home country, has received increasing scholarly attention. An aspect of increasing scholarly attention is the implementation of reshoring. Yet we know little about the role that the business network plays in such activities, the challenges associated to it, and the strategies multinational corporations (MNCs) can enact to overcome them. Relying on four exploratory case studies, we find that reshoring can trigger significant changes in the business relationships associated to the relocated activities, generating positive as well as negative reactions in the actors affected. Specifically, reshoring can hamper access to key competences within the MNC business network, and it is thus crucial for MNCs to secure support from critical actors and internally develop the competences they have lost access to, for an efficient and effective relocation.