In this paper we explain how practitioners perform strategic sensemaking with visual representations. Here, we identify four modes of strategic sensemaking/giving: contentgenerating, process-generating, process-ingraining and content-ingraining. While each of these modes supports strategic sensemaking/giving by focusing practitioners' work on specific issues, they also divert practitioners from focusing on key aspects of strategy making. We conceptualize these limitations as 'blind spots'. As a result, strategic sensemaking appears fragmented and can lead to breakdowns in sensemaking. However, the flexibility of visual representations facilitates strategic sensemaking by allowing practitioners to switch from one mode to another. These findings improve our understanding of the strategic sensemaking/giving practices that are associated with the use of visual representation.

This paper shows how the separation and subsequent reintegration of a subsidiary becomes a source of strategic renewal for the parent company. We develop a process model that reveals how structural ambidexterity can generate 'proximate isomorphism' that gives rise to parent level exploration and the parent's gradual convergence with the subsidiary. This creates the conditions for reintegration, and ultimately, strategic renewal. We identify the triggers for proximate isomorphism as well as the mechanisms through which it unfolds. We draw on the longitudinal analysis of strategic renewal of Immochan between 2006 and 2018. Our findings contribute to extant research by developing the link between structural ambidexterity and strategic renewal and, particularly, by showing that proximate isomorphism acts an integrating mechanism between the parent and the explorative unit.

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trois types d'interactions -discursives, de traduction, et fondées sur l'expérience -soutiennent la cohérence de l'improvisation organisationnelle. Cette étude suggère que le rôle des managers en situation de forte incertitude consiste à générer des interactions favorisant l'improvisation organisationnelle. Elle débouche sur des recommandations pour les aider à gérer l'improvisation organisationnelle lors d'une crise.