This research examines how managers interpret and enact an orchestrator-introduced strategic frame within an inter-organizational network. Rather than assuming uniform adoption, the findings identify a set of framing mechanisms—adoption, switching, assimilation, marginalization, rejection, misinterpretation, and advocacy — through which managers balance network coherence with organizational autonomy. These mechanisms correspond to four interpretation categories (acceptance, acknowledgment with or without embracing elements, and influence), showing that alignment unfolds along a continuum rather than through binary adoption or rejection. The research shows how network coherence emerges as dynamic coherence , developing through iterative interpretation rather than imposed consensus, as managers exercise episodic power to adapt the strategic frame within the boundaries of systemic power. In doing so, the paper extends framing and sensemaking research by explaining how coherence is constructed at the network level through manager-level framing mechanisms operating under conditions of power asymmetry in orchestrated networks, with relevance for both humanitarian and B2B settings. • Managerial frame responses. • Framing mechanisms identified. • Coherence without consensus. • Sensemaking and power link.
Adem et al. (Fri,) studied this question.