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.
Original language | English |
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Pages (from-to) | 1-5 |
Number of pages | 5 |
Journal | Annals of Social Sciences & Management Studies |
Volume | 6 |
Issue number | 2 |
Early online date | 22 Feb 2021 |
DOIs | |
Publication status | Published - Feb 2021 |
Keywords
- Alliance;
- Opportunity-Threat
- COVID-19