This page has only limited features, please log in for full access.
The environmental impact of greenhouse gas emissions from buildings—especially in global cities such as Toronto—is well documented. Green mitigation of new and existing buildings has also been researched. Few studies, however, have focused on the decision to build or retrofit green. Are key stakeholders in Toronto’s office building sector aligning their decisions to achieve sustainable environmental goals? Do they support LEED certification regardless of the impact on market valuation? Are tenants willing to pay higher rents in LEED office buildings? The study first obtained data on 16 LEED and 52 conventional buildings to determine if LEED certification has a significant impact on net asking rent. Pearson correlation and linear regression analysis did not find LEED certification to be statistically significant in explaining the variance in net asking rent (market value). The second stage included interviews with senior executives engaged in Toronto’s office building sector. The expert informtabants were asked to assess if financial drivers are the deciding factor in decisions to pursue LEED certification. They concurred that LEED certification is not the primary driver. It is a combination of numerous factors that overall have an impact on a firm’s financial bottom line.
Prescott Ensign; Shawn Roy; Tom Brzustowski. Decisions by Key Office Building Stakeholders to Build or Retrofit Green in Toronto’s Urban Core. Sustainability 2021, 13, 6969 .
AMA StylePrescott Ensign, Shawn Roy, Tom Brzustowski. Decisions by Key Office Building Stakeholders to Build or Retrofit Green in Toronto’s Urban Core. Sustainability. 2021; 13 (12):6969.
Chicago/Turabian StylePrescott Ensign; Shawn Roy; Tom Brzustowski. 2021. "Decisions by Key Office Building Stakeholders to Build or Retrofit Green in Toronto’s Urban Core." Sustainability 13, no. 12: 6969.
In 2020, the Barunga Festival would have celebrated its 35th anniversary. In mid-June of 2021, as many as 4,000 individuals were expected to descend on an aboriginal community of 300 residents located 400 km south of Darwin. This case describes the challenge to the Festival's promoters as they seek to sustain peak socio-economic impact in their role as community development change agents in a diverse and dynamic environment. The reader is tasked with clarifying goals, deciding what is at stake, and setting a course of action to realize those objectives.
Prescott C. Ensign. Social enterprise in a remote Indigenous community – Barunga Festival in Australia's Northern Territory. Journal of Management & Organization 2021, 1 -7.
AMA StylePrescott C. Ensign. Social enterprise in a remote Indigenous community – Barunga Festival in Australia's Northern Territory. Journal of Management & Organization. 2021; ():1-7.
Chicago/Turabian StylePrescott C. Ensign. 2021. "Social enterprise in a remote Indigenous community – Barunga Festival in Australia's Northern Territory." Journal of Management & Organization , no. : 1-7.
Southern Garments, an apparel manufacturing start-up in Sri Lanka was launched by industry veteran Nuwan Perera with the dream of creating something of his own. The entrepreneurial zeal with which Nuwan started has begun to wane. Unplanned expansion and lack of focus have led to operational issues of efficiency and quality which hamper customer retention. Cash flow problems result in a situation whereby the entrepreneur and his enterprise are barely surviving on a month-to-month basis. Running out of options, the fledgling entrepreneur must revive his start-up. Nuwan sees four choices: focus as a subcontractor, eye the export market, compete in the domestic market, or transform his business model. The case study provides opportunity for student or practitioner to immerse oneself in the issues confronted by new ventures specifically in the context of an emerging market and learn how to make strategic choices that enable an enterprise to prosper and grow.
Jeeshan Mirza; Prescott C. Ensign. New direction for a Sri Lankan apparel venture: chasing a capitalist or cooperative dream1. Small Enterprise Research 2021, 1 -12.
AMA StyleJeeshan Mirza, Prescott C. Ensign. New direction for a Sri Lankan apparel venture: chasing a capitalist or cooperative dream1. Small Enterprise Research. 2021; ():1-12.
Chicago/Turabian StyleJeeshan Mirza; Prescott C. Ensign. 2021. "New direction for a Sri Lankan apparel venture: chasing a capitalist or cooperative dream1." Small Enterprise Research , no. : 1-12.
Prescott C. Ensign. Transient Workspaces: Technologies of Everyday Innovation in Zimbabwe, Clapperton Chakanetsa Mavhunga, MIT Press, Cambridge, Massachusetts, USA (2014), 296 pp., ISBN: 978-0-262-02724-3. Technological Forecasting and Social Change 2019, 151, 119691 .
AMA StylePrescott C. Ensign. Transient Workspaces: Technologies of Everyday Innovation in Zimbabwe, Clapperton Chakanetsa Mavhunga, MIT Press, Cambridge, Massachusetts, USA (2014), 296 pp., ISBN: 978-0-262-02724-3. Technological Forecasting and Social Change. 2019; 151 ():119691.
Chicago/Turabian StylePrescott C. Ensign. 2019. "Transient Workspaces: Technologies of Everyday Innovation in Zimbabwe, Clapperton Chakanetsa Mavhunga, MIT Press, Cambridge, Massachusetts, USA (2014), 296 pp., ISBN: 978-0-262-02724-3." Technological Forecasting and Social Change 151, no. : 119691.
This teaching case looks at the path of Ryan Baird, a young entrepreneur who created Urbanology – an entertainment event business – while he was a university student. He used a venue that became a social scene – blending fashion, music, dance, food and shopping – that became embedded in the youthful urban hip-hop subculture of California’s Silicon Valley and Bay Area. The enterprise – operated as part of Fresh Entertainment LLC – helped to fund his university education. As graduation day nears, Ryan is facing some difficult decisions. Should he continue to focus on Urbanology or exit and move on? Will he be able to part with Urbanology – a company that reflects his creative efforts? Can he find a buyer who will continue to invest time and money in Urbanology? Is it time to move into the professional career for which he has prepared?
Prescott C. Ensign; Scott Jacobs. Decision time for a young entrepreneur: Urbanology USA – in, out, or … ? Small Enterprise Research 2019, 26, 117 -124.
AMA StylePrescott C. Ensign, Scott Jacobs. Decision time for a young entrepreneur: Urbanology USA – in, out, or … ? Small Enterprise Research. 2019; 26 (1):117-124.
Chicago/Turabian StylePrescott C. Ensign; Scott Jacobs. 2019. "Decision time for a young entrepreneur: Urbanology USA – in, out, or … ?" Small Enterprise Research 26, no. 1: 117-124.
Prescott C. Ensign; Jonathan Fast; Stefan Hentsch. Can a Technology Enterprise Transition from Niche to Wider Market Appeal in the Turbulent Digital Media Industry? Vikalpa: The Journal for Decision Makers 2016, 41, 247 -260.
AMA StylePrescott C. Ensign, Jonathan Fast, Stefan Hentsch. Can a Technology Enterprise Transition from Niche to Wider Market Appeal in the Turbulent Digital Media Industry? Vikalpa: The Journal for Decision Makers. 2016; 41 (3):247-260.
Chicago/Turabian StylePrescott C. Ensign; Jonathan Fast; Stefan Hentsch. 2016. "Can a Technology Enterprise Transition from Niche to Wider Market Appeal in the Turbulent Digital Media Industry?" Vikalpa: The Journal for Decision Makers 41, no. 3: 247-260.
PurposeThis case aims to illustrate the hurdles that a young venture might experience in the early stages of its life cycle and showcase how managers must use ingenuity to climb over obstacles.Design/methodology/approachThe case is based on interviews with the founders and additional secondary data.FindingsRepositBox, a Canadian-based provider of credentials verification solutions, is a new venture coping with the challenges posed by the introduction of its innovative new product to the marketplace.Originality/valueThe case is suitable for use in undergraduate or graduate courses in new venture creation, entrepreneurial marketing and launching a technology-based enterprise.
Prescott C. Ensign; Nicholas P. Robinson. It’s uphill all the way to the top, regardless of mountain size. Journal of Research in Marketing and Entrepreneurship 2016, 18, 2 -13.
AMA StylePrescott C. Ensign, Nicholas P. Robinson. It’s uphill all the way to the top, regardless of mountain size. Journal of Research in Marketing and Entrepreneurship. 2016; 18 (1):2-13.
Chicago/Turabian StylePrescott C. Ensign; Nicholas P. Robinson. 2016. "It’s uphill all the way to the top, regardless of mountain size." Journal of Research in Marketing and Entrepreneurship 18, no. 1: 2-13.
The framework for this study is based on the research and literature related to serial entrepreneurs and entrepreneurial ecosystems. Our sample is 12 serial entrepreneurs within a single context—the Waterloo Region—that has been ranked as one of the top start-up ecosystems in the world. In 2012, it was ranked 16th with 32 % of the start-ups identified as being led by serial entrepreneurs. The study provides an understanding of the characteristics that define a mature ecosystem, with specific input on the Regional Municipality of Waterloo, Ontario, Canada. We profile the 12 entrepreneurs to provide a review of their businesses, the contributions they have made within their ecosystem, and their statements on what they have learned in the process of leading multiple ventures. This research may be useful for communities and nations that seek to focus on entrepreneurship as a means for economic growth. It should also stimulate further research on contextual issues and examine serial entrepreneurs within their own ecosystem.
Prescott C. Ensign; Steve Farlow. Serial entrepreneurs in the Waterloo ecosystem. Journal of Innovation and Entrepreneurship 2016, 5, 1 .
AMA StylePrescott C. Ensign, Steve Farlow. Serial entrepreneurs in the Waterloo ecosystem. Journal of Innovation and Entrepreneurship. 2016; 5 (1):1.
Chicago/Turabian StylePrescott C. Ensign; Steve Farlow. 2016. "Serial entrepreneurs in the Waterloo ecosystem." Journal of Innovation and Entrepreneurship 5, no. 1: 1.
Prescott C. Ensign. Under the same sun: parallel issues and mutual challenges for San and Sami peoples and research. Polar Geography 2016, 39, 1 -2.
AMA StylePrescott C. Ensign. Under the same sun: parallel issues and mutual challenges for San and Sami peoples and research. Polar Geography. 2016; 39 (1):1-2.
Chicago/Turabian StylePrescott C. Ensign. 2016. "Under the same sun: parallel issues and mutual challenges for San and Sami peoples and research." Polar Geography 39, no. 1: 1-2.
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.
Prescott C. Ensign; Anthony A. Woods. Challenges in Bootstrapping a Start-Up Venture: Keenga Research Turning the Tables on Venture Capitalists. Journal of Entrepreneurship, Management and Innovation 2016, 12, 113 -137.
AMA StylePrescott C. Ensign, Anthony A. Woods. Challenges in Bootstrapping a Start-Up Venture: Keenga Research Turning the Tables on Venture Capitalists. Journal of Entrepreneurship, Management and Innovation. 2016; 12 (1):113-137.
Chicago/Turabian StylePrescott C. Ensign; Anthony A. Woods. 2016. "Challenges in Bootstrapping a Start-Up Venture: Keenga Research Turning the Tables on Venture Capitalists." Journal of Entrepreneurship, Management and Innovation 12, no. 1: 113-137.
Beth Reuben, charged with business development, has been with Parlance Communications (ParCom) for a little over a year. Chief executive officer and founder, Dr. Emmanuel Cole, has instructed Beth Reuben to prepare the strategy for ParCom's entry into Mexico and handle a trade show in Mexico City, Mexico, in 3 months.
Prescott C. Ensign; Andrew Ray Lunney. Struggling with Market Entry and Expansion: Parlance Communications in Mexico. Entrepreneurship Theory and Practice 2015, 39, 701 -721.
AMA StylePrescott C. Ensign, Andrew Ray Lunney. Struggling with Market Entry and Expansion: Parlance Communications in Mexico. Entrepreneurship Theory and Practice. 2015; 39 (3):701-721.
Chicago/Turabian StylePrescott C. Ensign; Andrew Ray Lunney. 2015. "Struggling with Market Entry and Expansion: Parlance Communications in Mexico." Entrepreneurship Theory and Practice 39, no. 3: 701-721.
Melville Corporate Finance, Inc. (Melville) is approached by a Canadian bottling equipment manufacturer to provide $3.4 million of capital investment foreign buyer financing to their customer, a rapidly expanding Chinese bottling company. The Chinese company needs to purchase the equipment and increase its production capacity to secure long-term, multi-million dollar contracts with Pepsi and Coca-Cola in Thailand. With very short deadlines, Melville's CEO works with Export Development Canada (EDC) to assess the risks involved in offering full financing and insurance for the Chinese bottler, and must keep in mind that the Canadian manufacturer will lose the sale if the financing does not get approved. The deal presents several challenges to Melville; an unknown foreign buyer with no proven credit history, language and communication barriers, geographic distance, incongruent accounting standards, etc. As the risk variables emerge, both Melville and EDC must decide if the stakes are too high to support the transaction.
Andrew Ray Lanney; Prescott C. Ensign. Melville Corporate Finance, Inc. Asian Case Research Journal 2014, 18, 221 -249.
AMA StyleAndrew Ray Lanney, Prescott C. Ensign. Melville Corporate Finance, Inc. Asian Case Research Journal. 2014; 18 (2):221-249.
Chicago/Turabian StyleAndrew Ray Lanney; Prescott C. Ensign. 2014. "Melville Corporate Finance, Inc." Asian Case Research Journal 18, no. 2: 221-249.
The Case Study section of the International Journal of Entrepreneurship and Innovation serves two purposes. First, the case studies presented are concerned with problematical issues that are pertinent to students of entrepreneurship. Thus they constitute appropriate teaching and learning vehicles on a variety of postgraduate and undergraduate programmes. Each case study is accompanied by a set of guidelines for the use of tutors. Second, it is envisaged that those engaged in entrepreneurial activities will find the cases both interesting and useful. This case addresses how students might actually proceed in starting their own Internet company. It is inevitable that many students will currently be thinking about their big idea that will reshape the Internet. A story from this business area is easy to relate to for most students, and discussion flows readily. The case revolves around the two founders' issues with their business as they move further away from the university setting. When the venture was created, they did all the work, including sales. As they moved on to careers, they found students to replace them on the sales front. As they slowly moved out of the day-to-day workings of the enterprise, a problem arose with their new key sales person – he was doing all the work and only getting a portion of the returns.
Prescott C. Ensign; Anthony A. Woods. Entrepreneurs Held Hostage: Hang-Ups at Travelhangar.Com. The International Journal of Entrepreneurship and Innovation 2014, 15, 51 -57.
AMA StylePrescott C. Ensign, Anthony A. Woods. Entrepreneurs Held Hostage: Hang-Ups at Travelhangar.Com. The International Journal of Entrepreneurship and Innovation. 2014; 15 (1):51-57.
Chicago/Turabian StylePrescott C. Ensign; Anthony A. Woods. 2014. "Entrepreneurs Held Hostage: Hang-Ups at Travelhangar.Com." The International Journal of Entrepreneurship and Innovation 15, no. 1: 51-57.
This case addresses how students might actually proceed in starting their own Internet company. It is inevitable that many students will currently be thinkin
Prescott C. Ensign; Anthony A. Woods. Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com. Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com 2014, 1 .
AMA StylePrescott C. Ensign, Anthony A. Woods. Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com. Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com. 2014; ():1.
Chicago/Turabian StylePrescott C. Ensign; Anthony A. Woods. 2014. "Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com." Entrepreneurs Held Hostage: Hang-ups at TravelHangar.com , no. : 1.
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.
Prescott C. Ensign; Chen Dong Lin; Samia Chreim; Ajax Persaud. Proximity, knowledge transfer, and innovation in technology-based mergers and acquisitions. International Journal of Technology Management 2014, 66, 1 .
AMA StylePrescott C. Ensign, Chen Dong Lin, Samia Chreim, Ajax Persaud. Proximity, knowledge transfer, and innovation in technology-based mergers and acquisitions. International Journal of Technology Management. 2014; 66 (1):1.
Chicago/Turabian StylePrescott C. Ensign; Chen Dong Lin; Samia Chreim; Ajax Persaud. 2014. "Proximity, knowledge transfer, and innovation in technology-based mergers and acquisitions." International Journal of Technology Management 66, no. 1: 1.
Nicholas P. Robinson; Prescott C. Ensign; Jawad Syed; Mustafa Özbilgin. Transplanting the Meritocracy in India: Creating a Shared Corporate Vision at the Local and Global Levels. Managing Cultural Diversity in Asia 2013, 1 .
AMA StyleNicholas P. Robinson, Prescott C. Ensign, Jawad Syed, Mustafa Özbilgin. Transplanting the Meritocracy in India: Creating a Shared Corporate Vision at the Local and Global Levels. Managing Cultural Diversity in Asia. 2013; ():1.
Chicago/Turabian StyleNicholas P. Robinson; Prescott C. Ensign; Jawad Syed; Mustafa Özbilgin. 2013. "Transplanting the Meritocracy in India: Creating a Shared Corporate Vision at the Local and Global Levels." Managing Cultural Diversity in Asia , no. : 1.
A marketeer’s point of view is presented in this chapter. Although legal restrictions safeguard processes and restrict annoying intrusive techniques, protecting customers, it can be argued that responsible privacy practices in the marketing profession will add value for consumers. As businesses compete with greater intensity to provide the customer with control over areas such as product offerings, services provided, and account management, privacy standards, being an important part of the customer-company relationship, formulate the grounds upon which businesses compete to provide greater customer control.
Nicholas P. Robinson; Prescott C. Ensign. How Much is Too Much? Cyber Crime 2013, 1147 -1160.
AMA StyleNicholas P. Robinson, Prescott C. Ensign. How Much is Too Much? Cyber Crime. 2013; ():1147-1160.
Chicago/Turabian StyleNicholas P. Robinson; Prescott C. Ensign. 2013. "How Much is Too Much?" Cyber Crime , no. : 1147-1160.
This paper presents the findings from a qualitative study on the extent to which three dimensions of proximity -- geographic, cognitive, and organizational -- impact knowledge transfer and innovation post-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.
Prescott C. Ensign; Samia Chreim; Ajax Persaud; Chen-Dong Lin. Proximity, Knowledge Transfer, and Innovation in Technology-Based M&As. 2013 46th Hawaii International Conference on System Sciences 2013, 3563 -3572.
AMA StylePrescott C. Ensign, Samia Chreim, Ajax Persaud, Chen-Dong Lin. Proximity, Knowledge Transfer, and Innovation in Technology-Based M&As. 2013 46th Hawaii International Conference on System Sciences. 2013; ():3563-3572.
Chicago/Turabian StylePrescott C. Ensign; Samia Chreim; Ajax Persaud; Chen-Dong Lin. 2013. "Proximity, Knowledge Transfer, and Innovation in Technology-Based M&As." 2013 46th Hawaii International Conference on System Sciences , no. : 3563-3572.
This chapter discusses the importance of making strategic investments in information communication technologies (ICTs) in order to benefit from globalization and the benefits created by robust exportoriented business clusters. Examples of investments made by local governments in India, Jamaica, and Hong Kong will illustrate how an adept ICT strategy can position a city to grow local industries and encourage exports. The authors argue that a coherent and comprehensive city marketing plan can attract and retain investments and play an instrumental role in the city’s future prosperity. Intelligent investments in ICT infrastructure that address a city’s unique attributes, objectives, needs, and competitive advantages can open up new export markets, especially in the service industry where ICTs can make local labour globally accessible.
Nicholas P. Robinson; Prescott C. Ensign. Marketing Your City's Industries to the World. Information Communication Technologies and City Marketing 2011, 203 -220.
AMA StyleNicholas P. Robinson, Prescott C. Ensign. Marketing Your City's Industries to the World. Information Communication Technologies and City Marketing. 2011; ():203-220.
Chicago/Turabian StyleNicholas P. Robinson; Prescott C. Ensign. 2011. "Marketing Your City's Industries to the World." Information Communication Technologies and City Marketing , no. : 203-220.
Nicholas P. Robinson; Prescott C. Ensign. How Much is Too Much? How Marketing Professionals can Avoid Violating Privacy Laws by Understanding the Privacy Principles. Socioeconomic and Legal Implications of Electronic Intrusion 2011, 108 -121.
AMA StyleNicholas P. Robinson, Prescott C. Ensign. How Much is Too Much? How Marketing Professionals can Avoid Violating Privacy Laws by Understanding the Privacy Principles. Socioeconomic and Legal Implications of Electronic Intrusion. 2011; ():108-121.
Chicago/Turabian StyleNicholas P. Robinson; Prescott C. Ensign. 2011. "How Much is Too Much? How Marketing Professionals can Avoid Violating Privacy Laws by Understanding the Privacy Principles." Socioeconomic and Legal Implications of Electronic Intrusion , no. : 108-121.