Alliances and COVID-19 An Alliance- Shock Response Framework

Brian Tjemkes and Peter Simoons
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Peter Simoons: Associate Professor Strategy & Organization, Department of Management & Organization, Vrije Universiteit Amsterdam, Netherlands

Annals of Social Sciences & Management studies, 2021, vol. 6, issue 2, 58-62

Abstract: The emergence of the COVID-19 pandemic represents an external shock that has prompted a variety of organizational responses. Recognizing the pivotal role that alliances fulfill in how firms deal with external shocks, we present an alliance-shock framework. Our framework stipulates that a firm’s response to an external shock is driven by (1) the extent to which the alliance portfolio functions as a buffering mechanism (that is, narrow versus broad) and (2) how decision-makers categorize the external shock (that is, opportunity versus threat). Based on these two dimensions, we infer four prototypical alliance-shock responses: (1) shock-shaping, (2) shock-adaptation, (3) shock-stabilization, and (4) shock-absorption.

Keywords: juniper publishers; social sciences journals; social anthropology; social policy; journal of social science; social and political science journals; journal of social science; open access; juniper publishers reivew (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:adp:oajasm:v:6:y:2021:i:2:p:58-62

DOI: 10.19080/ASM.2021.06.555683

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