In this paper, we investigate the process of top management team reconfiguration during strategic change. To that end, we employ a rich, qualitative study of the governance and strategy development of an organization in the performing arts industry. We trace longitudinally the steps that key actors took to respond to a major shift in the environment. We develop a process model for the effective resolution of strategic tensions through collaborative and compositional actions at the upper echelon level. The implications of this research can inform future studies on the strategic management of cultural, creative and multi-stakeholder organizations.
