This paper investigates how relationship intelligence in defence projects can support the adaptation of strategic priorities arising from the new long-term plan for the Norwegian defence sector.
The research is based on a case study of the new long-term plan for the Norwegian defence sector and its major projects. An extensive literature review was conducted prior to collecting empirical data. This helped establish the theoretical framework, guide data collection, formulate the research questions and shape the analytical approach. Empirical data were collected through semi-structured interviews of 12 professionals possessing extensive experience from various segments of the defence sector, including the defence industry. The data were analysed using an inductive thematic approach based on Braun and Clarke's (2006) guidelines. This involved a structured, multi-step process designed to identify recurring patterns and themes grounded in the informants' perspectives. Key findings were reviewed with selected experts to ensure relevance and accuracy.
The study found that relationship intelligence – the strategic capability to build, manage and sustain long-term, trust-based collaboration with key stakeholders – is paramount in supporting evolving strategic priorities in defence projects. Trust and clarity are built over time through sustained collaboration, fostering mutual understanding and effective communication that align effort with changing priorities. Robust long-term partnerships enhance effectiveness, agility and innovation by leveraging the expertise and resources of defence and industry partners. Successful establishment of long-term, trust-based relationships with key stakeholders will shape inter-organisational collaboration. It will also serve as a force multiplier, enhancing capacity to adapt and align with evolving strategic objectives. These findings highlight relationship intelligence as an essential capability for sustaining adaptable and high-performing defence collaborations in a complex geopolitical environment.
Effective project leadership in the defence sector benefits from relationship intelligence as a multidimensional capability that combines interpersonal skill with strategic awareness. Leaders must draw on cognitive, emotional and social capacities to manage complex stakeholder relationships, build trust and sustain collaboration. These skills directly influence the organisation's ability to adapt to change, innovate, integrate diverse actors and maintain strategic alignment. The study also stresses the need for further research into relationship intelligence as a multidimensional concept in complex project settings.
The findings indicate that relationship intelligence is relevant for practitioners involved in long-term defence collaboration, particularly in managing stakeholder relationships across organisational boundaries.
From a governance perspective, the findings highlight relational continuity as a relevant consideration in defence planning and procurement structures. Policy frameworks that support stable collaboration structures may help maintain alignment between defence organisations and industry partners over time, particularly in complex and evolving project environments. The findings suggest that legitimacy and trust are shaped through ongoing interaction, consistent with Suchman (1995), rather than being static attributes. Broader societal effects, such as public legitimacy or societal resilience, were not directly examined in this study.
This study conceptualises relationship intelligence as a strategic capability in major defence projects. It derives three interrelated dimensions – strategic foresight, relation acumen and cross-boundary coordination – that explain how relationship intelligence manifests in practice. These dimensions support the adaptation of evolving strategic priorities while fostering the agility and innovation essential for operational success in complex defence project environments.
