Strategic agility, management practices and training programs in automotive research and experimental development for Jianghui laboratory performance

Automotive research and development (R&D) laboratories, particularly within policy-intensive environments such as China, often face a significant efficiency paradox. Despite substantial financial investment and strong patent outputs, the translation of these investments into successful commercial returns remains weak, a phenomenon described as “high investment, low conversion.” This study investigates how strategic decision-making, management practices, and training programs interact to shape laboratory performance. A qualitative case study was conducted at the Jianghuai Automotive R&D Laboratory, drawing on data from 15 semi-structured interviews with directors, project managers, engineers, and training specialists. Thematic analysis reveals that while agile strategic cycles, integrative management structures, and dual-track training enhance performance, they also generate critical organizational tensions. These include a compliance–agility paradox, where policy mandates conflict with market-responsive innovation, and sustainability challenges in human capital development. By examining these interdependencies, this research offers an integrated framework for balancing dynamic capabilities, human capital, and collaborative structures to optimize innovation outcomes in complex, state-influenced R&D settings