The aim of this study is to examine the transformative capacity of top-down imposed collaborative institutions on participants’ beliefs and coordination patterns. First, do collaborative arenas enhance learning in terms of belief change and belief convergence among participating actors? Second, what types of beliefs are changed and, third, how are changes in beliefs reflected in the formation of coalitions? To answer these questions, a longitudinal study encompassing three collaborative decision-making arenas in the highly adversarial system for wildlife management in Sweden is performed. The empirical analysis indicates both stability and change within the new management system that confirms, as well as challenges, the theoretical assumptions guiding the analysis. While beliefs overall are rather stable, we note, surprisingly, how some participants’ more normatively oriented policy core beliefs have been slightly modified over time. A more expected result was that these adjustments in normative policy core beliefs were accompanied by a reformed coalition structure within the studied decision-making arenas. The study contributes to our understandings of policy beliefs and coalitions in conflicted policy areas; it underlines the mixed results of collaborative institutions found in previous research; yet, lends a modest support in favor of the transformative capacity of collaborative institutions.