Table 3. Iterative coding and analytical... | Emerald Publishing

Table 3.

Iterative coding and analytical development across the hybrid forums

First-cycle coding and initial observations	Emerging concerns, practices and organisational tensions	Second-cycle analytical development	Participatory and material data sources	Analytical and theoretical contribution
Concerns and challenges: Initial coding captured recurring references to rising costs, staffing pressures, organisational precarity, funding concerns and operational uncertainty across the workshops 322 references	Participants frequently discussed organisational sustainability, workforce pressures, relevance, leadership and the challenge of balancing mission-driven priorities with increasing economic pressures	Concerns were interpreted not as isolated operational problems, but as interconnected organisational tensions shaping how NPAOs responded to uncertainty, negotiated value, and articulated organisational futures Key words included: rising costs, relevance, funding, leadership; development of organisational models including “firefighting”, “bums on seats”, “keeping the lights on” and “data culture”	Workshop transcripts, facilitator notes, participant reflections, collaborative discussions, scenario exercises	Supported analysis of how hybrid forums surfaced and sustained collective concern-work surrounding organisational change, precarity and evaluative pressures
Practices: Coding focused on references to organisational routines, reporting, benchmarking, audience engagement, programming and decision-making practices 611 references	Participants described both routine and strategic practices surrounding data use, reporting, programming decisions and audience development activities	Organisational practices became understood as socio-technical and relational arrangements through which data practices became embedded within everyday organisational decision-making	Workshop transcripts, collaborative Miro boards, participant annotations, organisational reflections	Contributed to analysis of data as embedded organisational practice rather than a neutral technical resource
Data: Initial coding captured references to reporting systems, dashboards, benchmarking tools, evidence practices and institutional uses of data 337 references	Data was frequently discussed in relation to organisational accountability, strategic planning, benchmarking and operational sustainability	Data was interpreted as a performative organisational device shaping how organisations understood audiences, justified decisions and negotiated future organisational priorities	Benchmarking workshops, pricing scenarios, participant-generated materials, facilitator reflections	Supported findings relating to performativity, organisational valuation and the infrastructural role of data practices
Time: Coding identified recurring references to time scarcity, overwork, “firefighting”, and tensions between strategic and creative labour 64 references	Participants reflected on limited time for creativity, planning, experimentation and long-term organisational thinking under conditions of uncertainty	Time emerged as an organisational and evaluative resource linked to visibility, capacity, strategic decision-making and the pressures of digital transformation	Participant reflections, workshop discussions, reflexive memos, facilitator observations	Contributed to analysis of how organisational pressures shaped responses to data-driven and evaluative demands
Problem-solving and organisational responses: Coding focused on collaborative discussion surrounding organisational adaptation, experimentation and responses to sectoral challenges 309 references	Participants collectively explored pricing strategies, audience engagement approaches, benchmarking practices and operational adjustments	Problem-solving practices were interpreted as collective negotiations through which participants explored possible organisational responses and future-oriented strategies under conditions of uncertainty	Scenario exercises, collaborative boards, workshop artefacts, pricing and benchmarking discussions	Supported analysis of hybrid forums as participatory and future-oriented methodological spaces enabling collective negotiation of organisational possibilities

First-cycle coding and initial observations	Emerging concerns, practices and organisational tensions	Second-cycle analytical development	Participatory and material data sources	Analytical and theoretical contribution
Concerns and challenges: Initial coding captured recurring references to rising costs, staffing pressures, organisational precarity, funding concerns and operational uncertainty across the workshops 322 references	Participants frequently discussed organisational sustainability, workforce pressures, relevance, leadership and the challenge of balancing mission-driven priorities with increasing economic pressures	Concerns were interpreted not as isolated operational problems, but as interconnected organisational tensions shaping how NPAOs responded to uncertainty, negotiated value, and articulated organisational futures Key words included: rising costs, relevance, funding, leadership; development of organisational models including “firefighting”, “bums on seats”, “keeping the lights on” and “data culture”	Workshop transcripts, facilitator notes, participant reflections, collaborative discussions, scenario exercises	Supported analysis of how hybrid forums surfaced and sustained collective concern-work surrounding organisational change, precarity and evaluative pressures
Practices: Coding focused on references to organisational routines, reporting, benchmarking, audience engagement, programming and decision-making practices 611 references	Participants described both routine and strategic practices surrounding data use, reporting, programming decisions and audience development activities	Organisational practices became understood as socio-technical and relational arrangements through which data practices became embedded within everyday organisational decision-making	Workshop transcripts, collaborative Miro boards, participant annotations, organisational reflections	Contributed to analysis of data as embedded organisational practice rather than a neutral technical resource
Data: Initial coding captured references to reporting systems, dashboards, benchmarking tools, evidence practices and institutional uses of data 337 references	Data was frequently discussed in relation to organisational accountability, strategic planning, benchmarking and operational sustainability	Data was interpreted as a performative organisational device shaping how organisations understood audiences, justified decisions and negotiated future organisational priorities	Benchmarking workshops, pricing scenarios, participant-generated materials, facilitator reflections	Supported findings relating to performativity, organisational valuation and the infrastructural role of data practices
Time: Coding identified recurring references to time scarcity, overwork, “firefighting”, and tensions between strategic and creative labour 64 references	Participants reflected on limited time for creativity, planning, experimentation and long-term organisational thinking under conditions of uncertainty	Time emerged as an organisational and evaluative resource linked to visibility, capacity, strategic decision-making and the pressures of digital transformation	Participant reflections, workshop discussions, reflexive memos, facilitator observations	Contributed to analysis of how organisational pressures shaped responses to data-driven and evaluative demands
Problem-solving and organisational responses: Coding focused on collaborative discussion surrounding organisational adaptation, experimentation and responses to sectoral challenges 309 references	Participants collectively explored pricing strategies, audience engagement approaches, benchmarking practices and operational adjustments	Problem-solving practices were interpreted as collective negotiations through which participants explored possible organisational responses and future-oriented strategies under conditions of uncertainty	Scenario exercises, collaborative boards, workshop artefacts, pricing and benchmarking discussions	Supported analysis of hybrid forums as participatory and future-oriented methodological spaces enabling collective negotiation of organisational possibilities

Notes(s):

Codes developed iteratively across transcripts, workshop artefacts, collaborative Miro boards, facilitator notes and reflexive memos