Table 3

Strategic orientations as complements of sensemaking

Aggregate dimensionScalingPotentialization
Initiating conditionBelief-driven sensemaking through argument

  • grounded in self-perception and

  • focused on visibility

Belief-driven sensemaking through argument

  • (often) triggered by external pressure and

  • focused on artistic means

Resource allocationAction-driven sensemaking through commitment by

  • insourcing

  • applying payment models

  • developing competencies

Action-driven sensemaking through manipulation by

  • outsourcing

  • securing third-party funding

  • building partnerships

Culture of interactionAction-driven sensemaking through commitment by

  • leadership expectations

  • (re-)structuring

Action-driven sensemaking through manipulation by

  • bottom-up initiatives

  • experimenting

Dissemination modeBelief-driven sensemaking through expectation of

  • consumption

Belief-driven sensemaking through expectation of

  • engagement

Source(s): Authors’ own work
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