The article narrated the experiences of teachers, managers, and leaders of a public university in Pakistan regarding implementing the US-based tenure track system (TTS). This institute was established in 1882 by the British Raj and was among the pioneer institution of vetinerrary sciences in Asia. The higher Education Commission (HEC), Pakistan, initiated TTS to make the profession attractive for talented PhD graduates. This study highlighted the pre-implementation, implementation, and post-implementation phases of TTS and the underlying tensions among faculty, university managers, and leaders of the Central Ministry. The findings discuss organization theory’s structural, cultural, and institutional lenses. This is an interesting case study for a cross-cultural comparison of the implementation of neo-liberal reforms in developing countries with developed countries. It explains how the international academic reward system (TTS) translates into local realities of the higher education sector. The findings emphasized that the local version of TTS decoupled from the intended objectives of TTS and did not integrate with the local culture and structure of the university