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.