Abstract
Formality and informality in strategy research are often treated as distinct constructs, yet organisations frequently navigate both simultaneously. This paper articulates theoretical arguments in support of integrating the two by synthesising insights from strategy-as-practice and paradox perspectives. We propose a framework exploring the antecedents, tensions, and outcomes and consequences of this interplay, highlighting its role in strategic adaptation amid uncertainty. By bridging formal and informal strategy research, this study offers theoretical and practical insights for businesses managing hybrid work; knowledge management; and innovation for instance. Future research directions include empirical studies on balancing formality and informality for agility, performance and competitiveness.