LAUSR

Employing an inductive approach, we found that competitors engage in market shaping, where they actively change their market through their purposeful actions. These competitors shape their market from one characterized by competition to one of collaboration when facing disturbances, ultimately contributing to market resilience, with benefits to market actors. They achieve this through engaging in unique forms of work, which we have called ‘resilience work’ and its three associated practices, namely meshing, pooling, and deploying. The competitors engage in these practices, which provide for and deploy communally pooled resources across their cultivated web of meshed relationships in the face of disturbances. The findings, which provide a model of market resilience, contribute to marketing’s emerging knowledge of competitors’ collective actions with respect to market shaping, while delineating an important outcome of market shaping, that of resilience.