The COVID-19 pandemic presents an unprecedented crisis environment. To mitigate the negative impact of the COVID-19 crisis or to ensure survival, firms across all industries attempt to adequately respond. Yet, it remains largely unclear how firms respond to the COVID-19 crisis, and how effective these responses are. In this empirical study, we address these issues. In a first step, exploring how firms respond to the COVID-19 crisis, we identify five distinct tactical response types, namely operational, digitalization, financial, supportive, and organizational responses. We also find that responses vary in their scope, as some firms take action on their own, while others collaborate on an inter-organizational level. Eventually, we observe different response angles, manifesting in firms that leverage upside potential during the pandemic and firms that focus on the mitigation of downside risk. In a second step, we measure the effectiveness of the different responses, conducting an event study to estimate the financial value that investors attribute to the announced COVID-19 responses. Our results indicate that firm responses to the COVID-19 crisis are generally associated with an increase in firm value, and that financial and digitalization responses are valued particularly positive. In contrast to solo efforts, collaborative responses are also associated with a higher increase in firm value. Collectively, our empirical findings extend the emerging, yet mainly conceptual, literature on the COVID-19 crisis, as well as the more established general literature on crisis response management.
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