Filling the Void: Strategic Communication and Corporate Partnerships as Resilience Mechanisms for Small and Medium-Sized Enterprises in Tariff-Disrupted African Markets

Abstract

Purpose: Trade disruptions caused by shifting tariff regimes are placing significant pressure on small and medium-sized enterprises (SMEs) across Africa. While policy responses are often proposed as the primary solution, the reality in many African markets is that formal institutions are too slow, too weak, or too inconsistent to provide meaningful support when SMEs need it most. This paper examines how, in the absence of effective policy responses, strategic communication and corporate partnerships function as the primary resilience mechanisms for SMEs operating in tariff-disrupted African markets. Methodology: Drawing on institutional void theory (Khanna & Palepu, 1997, 2010) and Freeman’s (1984) stakeholder theory, and using Nigeria as a focal context, the paper examines how SMEs have historically relied on relational and communicative capabilities to weather trade disruption rather than waiting for government intervention. The paper adopts an integrative literature review methodology, drawing on existing empirical literature and practitioner evidence from corporate communications and partnership contexts across Nigeria and the wider African market to synthesize a unified conceptual framework. Findings: The findings suggest that strategic communication is not simply a support function but a core resilience capability, and that corporate-SME partnerships serve as substitute infrastructure where formal institutions fall short. Unique contribution to theory, practice and policy: The paper concludes with practical implications for SME practitioners, corporate partners, and policymakers seeking to build more durable resilience frameworks in emerging economies.