Strategic Paradox Management: Unpacking Effectiveness in Research Agencies for Sustainable Research Impact
DOI:
https://doi.org/10.51137/wrp.ijarbm.558Keywords:
Emergent Strategy, Decision-Making, Intended Strategy, Flexibility, Strategic ParadoxesAbstract
Research agencies face significant challenges due to strategic paradoxes resulting in deviating from intended to emergent strategies. These paradoxes emerge due to the necessity of coordinating conflicting yet interconnected factors. The study investigated strategic management paradoxes from the viewpoint of research agencies to unpack factors that challenge strategic decisions of research agencies while maximising research impact and maintaining scientific rigour within expected timelines. This research seeks to provide and improve research agencies' ability to achieve sustainable effects in a complex environment and how they might balance the conflicting demands and ensure consistency and change. The study adopted a qualitative research method using in-depth, semi-structured interviews with research agency leaders. Purposive sampling was used to select participants with eighteen participants sampled (N=18). Findings suggest that research agencies experience challenges due to the rapid changes in the environment in which they operate. Strict rules in decision-making which do not consider the unpredictability of the environment were also identified, resulting in difficulties in research project implementation. Flexibility is recommended within agencies to allow the emergent strategy to emerge when researchers experience challenges related to the intended plan. This can assist researchers in implementing meaningful and impactful research. This paper contributes to the broader body of knowledge and guidance on the management of strategy paradoxes within research-led agencies.
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Copyright (c) 2026 Vuyokazi Mtembu, Angeline Sibongile Ngcobo, Lungile Londiwe Ntombela, Ernest Nene Khalema (Author)
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