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Research Development Review: The NORDP Journal

Abstract

This theoretical paper provides an in-depth examination of competitive intelligence (CI) in the context of university research development. CI is the process of ethically collecting, analyzing, and disseminating information to provide actionable insights that support strategic decision-making. Drawing from corporate, military, and academic contexts, we establish a comprehensive definition explicitly tailored to higher education research environments.

After establishing a clear definition of CI, we clarify how intelligence is produced within a knowledge continuum, demonstrating how raw data is transformed through critical analysis and contextual interpretation into valuable intelligence. Most importantly, we describe the three core domains of CI practice in university settings: sponsor intelligence and funding strategy, institutional capacity assessment, and competitor and partnership analysis, along with the essential qualities that define a competitive intelligence analyst based on our collective experience.

The paper outlines the key benefits of implementing CI practices in academic research offices, including informed decision-making, proactive positioning, strategic planning, risk mitigation, opportunity identification, and facilitating collaboration. Through a practical case study, we illustrate how these benefits intersect in practice, enabling universities to shift from a reactive stance to a proactive one, aligning internal capabilities with emerging opportunities and challenges in the evolving research landscape.

We underscore the importance of CI in enabling university leaders and researchers to understand their strengths, weaknesses, and the competitive environment, ultimately enhancing their ability to secure research funding, drive innovation, and build institutional resilience in an increasingly competitive research ecosystem.

Author ORCID Identifier

Karen Walker 0009-0003-1251-6696

Alba Clivati McIntyre 0009-0003-8998-8202

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