Towards Practical & Innovative Governance in Complex Projects: Integrating Paradoxes, Complexity, & Contingency Perspectives

Governance in complex projects encompasses structures, processes, and mechanisms that facilitate decision-making, coordination, accountability, and stakeholder alignment throughout the project lifecycle. However, the inherent complexities of such projects—characterised by high uncertainty, interdependencies, and shifting stakeholder demands—make effective governance a continuous challenge. Traditional governance models often struggle to accommodate the dynamic nature of large-scale projects, leading to inefficiencies and governance failures. This study proposes the Integrated and Dynamic Complexity Governance Model (IDCGM), a multi-layered governance framework that integrates Paradox Theory, Complexity Theory, and Contingency Theory to enhance governance effectiveness. The research employs a systematic literature review (SLR) to identify key governance challenges and conduct a paradoxical analysis of governance tensions. The findings reveal four core governance themes: Adaptive and Flexible Governance, Structured and Integrated Governance, Hybrid and Multi-Layer Governance, and Knowledge and Learning-Cantered Governance. These themes highlight multiple critical governance tensions, such as flexibility vs. structure, short-term vs. long-term focus, and accountability vs. trust. The proposed IDCGM framework offers a structured yet adaptive governance model that aligns governance mechanisms with project complexity factors. The model is demonstrated using a case study from the South Australian Mental Health Sector. By addressing governance paradoxes and enabling dynamic decision-making, this study provides a practical governance approach for project managers, policymakers, and researchers. The findings contribute to improving governance resilience and strategic alignment in complex project environments.