Russ M. Knight

• Knight, R. M.; Johnson, R.; Leduc, R. W., 1991, "The Relationship Between Entrepreneur and Consultant", Journal of Small Business and Entrepreneurship, January 8(3): 5 - 14.
  Abstract: This study examines the nature of the relationship between entrepreneurs and consultants, including how entrepreneurs choose consultants, for what services, and the sources of reference information used. Various studies of entrepreneurs have concluded that they lack management expertise, especially in general management areas. It was therefore a natural question to examine whether they used outside sources of management expertise, such as consultants, and for what types of management assistance. The research examined what services clients most often used, how consultants were selected and evaluated, what other sources of assistance were being used by firms, and possible recommendations to both entrepreneurs and consultants on improving the process. The research also compares similarities and differences between the two groups, consultants and clients, on their expectations and impressions of the relationship.
• Knight, R. M., 1991, "A Proposed Approach to Teaching Entrepreneurship", Journal of Small Business and Entrepreneurship, January 9(1): 43 - 46.
  Abstract: This paper outlines a framework for the discussion of entrepreneurship and an argument for teaching it at a variety of levels. Entrepreneurship occurs at the individual, group and organizational levels, as well as at the industry and society levels. If it is agreed that an individual entrepreneur is one who seeks and finds an opportunity, develops a strategy to pursue the opportunity, assembles the resources to pursue the opportunity and then takes an initiative - usually starting a business based on that opportunity - this definition may be expanded to each of the levels above. If the possibility of entrepreneurship in the various functional areas of business is added, a complete framework for teaching entrepreneurship may be provided.
• Knight, R. M.; Russell, M., 1989, "Technological Innovation in Canada: A Comparison of Independent Entrepreneurs and Corporate Innovators", International Journal of Technology Management, January 4(3): 273 - 281.
  Abstract: This paper compares a sample of 124 independent high technology entrepreneurs with 112 corporate entrepreneurs (intrapreneurs) involved in developing and introducing high-tech innovations across Canada. The study investigates the general management and technical problems faced by these entrepreneurs and contrasts their approach to such issues as market research, financing and production. The approaches used by the two groups in analyzing their markets and in planning and financing of innovations are compared and contrasted. In general, the independent entrepreneurs were technically trained, usually possessing engineering training but no general management training or experience, neither themselves nor members of their management team. Corporate entrepreneurs were as likely to come from management backgrounds as technical, or else supported their lack of general management skills by adding people to their team with skills in marketing, finance, and manufacturing. Their problems were more often defending their ideas to management within the corporation, obtaining funding and other resources within the firm, and finding a corporate mentor to assist them in such areas as fighting political battles, providing rewards and incentives for team members, and creating the proper overall environment or culture for innovation within the corporation. The lack of general management training and experience by the independent entrepreneurs led them to rate various marketing problems as the most serious difficulties in rating the obstacles to launching their innovations. The innovations of the independent entrepreneurs were all new products, while some of the corporate innovations were new systems or processes, often installed within the corporation. So the markets for these innovations were also within the corporation and required less of a marketing effort. Corporations were also much better prepared to handle problems in the marketing, planning, and operational areas, but they had more problems of an interpersonal nature, such as the unwillingness to consider alternative approaches. The most significant difference in the obstacles encountered was that independent entrepreneurs listed their five most important problems as marketing difficulties in launching their new products. Corporate entrepreneurs also rated imperfect market analysis as their most important problem, but it was closely followed by the lack of entrepreneurial talent within the company. These obstacles lead to the primary recommendation of cooperative agreements of partnerships between large and small firms to solve some of these difficulties. Corporate responses indicated significant difficulty in gaining support within the corporation, while independent entrepreneurs did not have to justify their efforts to a corporate hierarchy.

  Link(s) to publication:

  http://dx.doi.org/10.1016/0883-9026(89)90017-7

• Knight, R. M., 1989, "Technological Innovation in Canada: A Comparison of Independent Entrepreneurs & Corporate Innovators", Journal of Business Venturing, January 4(4): 281 - 288.
  Abstract: This paper compares a sample of 124 independent high technology entrepreneurs with 112 corporate entrepreneurs (intrapreneurs) involved in developing and introducing high-tech innovations across Canada. The study investigates the general management and technical problems faced by these entrepreneurs, and contrasts their approach to such issues as market research, financing, and production. The approaches used by the two groups in analyzing their marketing and in planning and financing of innovations are compared and contrasted.
• Knight, R. M., 1988, "Business Growth and Job Creation in Canada 1978-1986", Journal of Small Business and Entrepreneurship, January 6(1): 29 - 39.
  Abstract: This paper describes the growth rate in the number of businesses in Canada during the period from 1978 to 1986 in various sectors, according to size, industry and province. It also explores the rate of new job creation in each of these business sectors during the same period. In addition, ownership changes by age and sex of the owner are examined over a similar period.
• Knight, R. M., 1987, "Corporate Innovation and Entrepreneurship: A Canadian Study", Journal of Product Innovation Management, January 4(4): 284 - 297.
  Abstract: In his study of 112 corporate innovations, Russell Knight describes how 100 large Canadian corporations identified innovative ideas, evaluated them, and allocated resources to support their development. These innovations ranged from new product introductions to new processes or systems within these firms. He conducted a series of interviews with managers to explore both the role of corporate entrepreneurs and top management in creating a favorable environment for innovation within the firms, examining the roles of marketing research, research and development, production planning and finance in the process. The article reports several general conclusions regarding the practices of the more successful firms and presents several recommendations concerning how firms should organize to explore, develop and produce new innovative ventures within the corporation. These results are also contrasted with those of an earlier article Knight published in this Journal.
• Knight, R. M., 1987, "Entrepreneurial Joint-Venture Strategies", Journal of Small Business and Entrepreneurship, January 5(3): 3 - 10.
  Abstract: This study reports on a variety of joint-venture strategies used by entrepreneurs and entrepreneurial companies. These approaches have been collected from a selection of research studies during recent years.
• Knight, R. M., 1987, "Can Business Schools Produce Entrepreneurs?: An Empirical Study", Journal of Small Business and Entrepreneurship, January 5(1): 17 - 26.
  Abstract: This study examines a sample of 225 entrepreneurs who have graduated from the Western Business School. Issues examined include characteristics such as whether family members were entrepreneurs, the type of company which employed them before their entrepreneurial career and reasons why the left that employment. The influence of mentors, entrepreneurial ventures in university and reasons contributing to their decision to become entrepreneurs are also investigated, as well as the influence of various courses on their decision, especially entrepreneurship courses. Information on their type of venture, sources of financing, and educational background completed the survey while suggestions to encourage entrepreneurial careers for business school students were also sought. The overall conclusions of the study are that potential entrepreneurs can be encourage (and discouraged) by business school programs, entrepreneurship can be taught (and learned) in business schools and new ventures by entrepreneurial alumni make tremendous case teaching materials for entrepreneurial courses.
• Knight, R. M., 1986, "Franchising from the Franchisor and Franchisee Points of View", Journal of Small Business Management, July 24(3): 8 - 15.
  Abstract: This study compares the answers of 148 Canadian franchisors and 105 franchisees about franchising. The subjects discussed ranged from advantages for the franchisee to operating problems for the franchisee. In general, franchisees were slightly less enthusiastic than the franchisor about the advantages of franchising, but most of the franchisees said they would recommend franchising as being a good opportunity for entrepreneurs who lack experience in a particular sector.
• Knight, R. M., 1986, "Product Innovation By Smaller High Technology", Journal of Product Innovation Management, January 3(3): 195 - .
  Abstract: Russell Knight has surveyed 124 small, high-technology firms in Canada to learn more about the processes they use to develop and market innovative products. The scope of his survey included an investigation of planning early in the product's development cycle, how products move from R&D to mass marketing, and how firms learn about their markets in very specialized areas. In general, Knight finds that the firms have more technical than general management expertise. Technically trained entrepreneurs have difficulty with general management skills needed to facilitate the successful introduction of new products.
• Bell, P. C.; Knight, R. M.; Lane, H. W., 1979, "The Effect of Individual as Opposed to Master Metering of Electrical Service for Apartment Buildings in Canada", INFOR: Information Systems and Operational Research, January 17(4): 322 - 337.
  Abstract: his paper describes research to identify and evaluate the potential costs and benefits of conversion of existing apartments to individual metering and the construction of new individually metered apartment units. The changeover from the common master metering approach, in which the tenant does not pay for his electrical consumption directly, is evaluated in terms of conversion costs, processing costs, and potential conservation of energy. The project described took place in five cities across Canada, and used data gathered from electrical utilities, building contractors, landlords, and tenants, as input to economic financial cost-benefit analysis. By random sampling from the stock of apartment buildings in each city, this study avoids some of the limitations of previous work. The paper provides estimates of the total feasible energy savings from individual metering across Canada, costs of providing new building with individual metering, and the costs of retrofitting existing building. The points of view of the various stakeholders (power generators and distributors, landlords, tenants, and government) are investigated to determine the threshold levels of energy prices and conversion costs at which conversion becomes economical.

  Link(s) to publication:

  http://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:A1979HY75100003&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=67228c68cb99b659eed57e1f0eeb797f

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