This paper explores how a novel university governance model at Southern University of Science and Technology (SUSTech), largely learned from the West, has been implemented in the highly institutionalised and centralised Chinese higher education system. For this purpose, we first constructed an analytical framework, integrating the conceptualisation of an innovation process in higher education and the concept of embedded agency. This framework was then applied to analyse eight interviews, seven policy documents and six news media reports in our empirical investigation of the case university. Our major research findings are: the governance model adopted by SUSTech was a disruptive innovation and it was mostly challenged by the incompatibility between the norms around the governance model and the institutional context of Chinese higher education; this challenge was mitigated through three agency strategies, labelled by the metaphors of "new wine in a new bottle," "new wine in an old bottle" and "old wine in a new bottle." Successfully implementing these strategies calls on the visions, skills of playing power games and social capital of those initiating the innovation. Finally, we discuss the theoretical contribution and practical implications of the study in the conclusion.