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After its 2010–11 contentious strike, the Detroit Symphony Orchestra (DSO) reinvented itself as "the most accessible orchestra on the planet." This post-strike vision and its subsequent strategies reflected corporate entrepreneurship's two phenomena: corporate venturing and strategic renewal. The DSO's entrepreneurial turn enabled the orchestra to be more flexible strategically and structurally, broadened its role to become both nonprofit cultural organization and social-service institution,doi:10.34053/artivate.9.1.103 fatcat:kn2c7k7zvfautmh56k6yquxjna