Alliances and COVID-19: An Alliance-Shock Response Framework

BV Tjemkes, Peter Simoons

Research output: Contribution to JournalArticleAcademic


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 languageEnglish
Pages (from-to)1-5
Number of pages5
JournalAnnals of Social Sciences & Management Studies
Issue number2
Early online date22 Feb 2021
Publication statusPublished - Feb 2021


  • Alliance;
  • Opportunity-Threat
  • COVID-19


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