Table 2.

Main resourcing approaches.

Resourcing approaches	Characteristics of the core organisations
It's in our brand	High-profile organisations with access to complex supply chains, established clout (due to high visibility brand) and, potentially, leveraging their established brand in framing the resourced product. There seems to be a relation to the image of the company as being innovative (e.g. Tesla), design driven (e.g. Apple) and generally being proactive in bringing novel solutions or products on a regular basis, often with claims of helping consumers (cosmetic firms). The key factor underpinning the strategy being existing brand image.
We are already making it! Kind of…	Organisations that possess similar capabilities or already produce similar products, although sometimes operating in completely different markets (e.g. NASA, distilleries). The distance between home and target knowledge bases is generally small, though requiring analogical reasoning to make the connections between the existing and needed product or capability. Overall, these organisations, except for NASA, were often motivated by the opportunity to remain active and not needing to halt operations.
Eager helpers	Organisations or individuals that were intrinsically motivated, even if their resources and capabilities were not necessarily closely linked or fitting the requirements. There is a visible lack of assessment of the gap or consideration of other options of achieving the goal (e.g., partnering up), which often translated to reinventing the wheel or developing unnecessarily complex products or processes (e.g. 3D printing of face shields; focusing on developing new ventilator designs).
We are all in it TOGETHER	Organisations or individuals approaching the task in a more coordinated manner, leveraging different capabilities and resources across the partnership and recognising that collaboration is the only way to achieve the goals.
Not so eager helpers	Organisations or individuals that were in a position (e.g. existing mask producers), or deemed to be in a position (e.g. GM, Ford) to help by scaling up their efforts (which could be by partnering with others) or redeploying their resources (e.g. GM, Boeing), but lacked the same levels of intrinsic motivation to help. In those cases, governments utilised different mechanisms to either motivate them (e.g., payments tied to certain weekly production quota in Taiwan) or to compel them to act (e.g., GM). In most cases, these organisations were already involved in production efforts and fall into one of the other categories.