Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers

Abstract Many health systems may host embedded researchers (ERs) and provide fiscal resources to encourage health service research. However, ERs may remain challenged to initiate research in these settings. This discussion examines how health system culture may impede research initiation, thereby exposing a paradox for embedded researchers immersed in research‐ambivalent health systems. The discussion ultimately describes potential short‐term and long‐term strategies embedded researchers may employ to initiate scholarly inquiry in research‐ambivalent health systems.