Prescott C. Ensign

Proximity, knowledge transfer, and innovation in technology-based mergers and acquisitions

This paper presents the findings from a qualitative study on the extent to which three dimensions of proximity – geographic, cognitive, and organisational – impact knowledge transfer and innovation post-merger and acquisition (M&A). Findings show that the elements of proximity substantially influence both knowledge transfer and innovation although the nature of the impact varies and is influenced by the type of management interventions or lack thereof post-M&A.

Challenges in Bootstrapping a Start-Up Venture: Keenga Research Turning the Tables on Venture Capitalists

This case study chronicles the timeline of a new venture – Keenga Research. Keenga Research has a novel proposition that it is seeking to introduce to the market. The business concept is to ask entrepreneurs to review the venture capital (VC) firm that funded them. Reviews of VC firms would then be developed and marketed to those interested (funds and perhaps enterprises seeking funding). What makes this case unique is that Keenga Research was a lean start-up. Bootstrapping is a situation in which the entrepreneur chooses to fund the venture with his/her own personal resources. It involves self-funding (family and friends), tight monitoring of expenses, and maintaining control of ownership and management (Winborg & Landstrom 2001; Perry, Chandler, Yao, & Wolff, 2011; Winborg, 2015). The lean start-up approach favors experimentation over elaborate planning, customer feedback over intuition and iterative design over traditional big upfront research and development. This case study requires the reader to consider a number of the basic challenges facing all entrepreneurs and new ventures. Is the concept marketable? Can the concept be developed and brought to market in a timely manner? Will the product generate revenue? How? When? What are the commitments of the entrepreneurs? Have they considered the major challenges to be faced? Since this venture involved gathering and developing research information and then creating an online platform, Keenga Research faced significant concept-to-market challenges. The research method used in this case study is first person participant observation and interviews. One of the authors was a team member so the contextual details come from direct observation and first-hand knowledge. This method of research is often used in anthropology, sociology, and social psychology where an investigator studies the group by sharing in its activities. The other author provided an objective and conceptual perspective for analyzing the venture. This combination of perspectives provides a more balanced picture.

A Framework for Understanding Convergence-Based Innovation: A Study of Canadian Ventures

Many entrepeneurs, venture capitalists, researchers, and policy makers view multidisciplinary convergence-based innovation as a primary source of competitive advantage in the globalized world of the 21st century. Convergence-based innovation is the integration of specialized knowledge from two or more fields or disciplines. The premise is that this type of innovation can lead to greater discovery and creativity which can result in new areas of knowledge, products with longer staying power, and more significant social benefits. This paper focuses on the development of a theoretical framework for understanding the entrepeneuarial activity of convergence-based innovation. This framework is described as having three dimensions: content, process, and context. We report the findings in several of our research studies to provide further understanding of these three dimensions. The intent of this paper is to provide both descriptive and prescriptive perspectives that will be beneficial to those managing the entrepeneurial activities of knowledge creation and innovation - whether in small start-up high-tech firms or multi-national corporations. This can also assist faculty and researchers seeking to educate the next generation to live and work in an open-platform cross-disciplinary world.

Serial entrepreneurs speak out

It is unequivocal that entrepreneurs are vital for society. But what role do serial entrepreneurs play? Is their contribution greater? Are serial entrepreneurs more restless than entrepreneurs who stick with one venture? Some serial entrepreneurs exit and move on; others hold onto the business while starting the next one. A number of studies suggest that the seasoned entrepreneurs next venture is no more likely to succeed than a beginners first venture. Still other studies support just the opposite. In this article we explore the personal reflections of a sample of serial entrepreneurs. We categorize their insights and introspection; we look to discover why they consistently put themselves back in the game; and we look for their secrets of success. Finally, we pose questions and suggest some metaphors to spark reaction.