Academic entrepreneurs — scientists who start research-based companies while keeping their academic positions — are showing that science and business can enrich one another rather than exist in conflict. New research published in the Strategic Entrepreneurship Journal reveals that these individuals often find creative “cross-fertilising” effects between their academic and entrepreneurial work. By linking the two roles, they redefine their professional identities and expand the meaning of being both a scientist and an entrepreneur. The study suggests that universities and policymakers should support this integration not only through funding or intellectual property policies, but by creating flexible environments that allow scientists to combine their academic and commercial ambitions in meaningful ways.
The study was led by Marouane Bousfiha from the University of Gothenburg and Henrik Berglund from Chalmers University of Technology. Their interest developed through their work with scientists seeking to turn research discoveries into viable commercial ventures. They noticed that many scientists were able to remain dedicated academics while also running profitable start-ups. This observation challenged the long-held assumption that academic and entrepreneurial identities are incompatible. It prompted the researchers to examine how scientists practically manage and make sense of these dual roles.
As universities worldwide increasingly encourage entrepreneurship, many researchers face the challenge of balancing academic integrity with commercial opportunity. Traditionally, academia has been associated with theory, precision, and peer recognition, while business demands quick decision-making, risk-taking, and financial return. Bousfiha and Berglund’s study found that, rather than viewing these demands as purely conflicting, many academic entrepreneurs see them as complementary. Their research highlights how skills developed in academic life often are helpful in entrepreneurship — and vice versa — blurring the boundaries between the two domains.
The researchers conducted in-depth interviews with 27 Swedish academics who were actively involved in both research and start-ups. They found that the entrepreneurs didn’t speak about their identities in abstract terms but described how their daily activities connected the two worlds. Running a successful lab helped them build strong business teams. Competing for research grants prepared them to pitch to investors. Likewise, their start-up experience gave them real-world examples that enriched their teaching. Even concrete products — such as prototypes or published papers — carried meaning in both realms: new technologies generated new research ideas, and scientific credibility bolstered commercial trust.
Interestingly, the study found that these scientists didn’t prioritise their academic identity over their entrepreneurial one. Instead, they focused on which tasks were intellectually engaging or meaningful to them. Activities that involved creativity, problem-solving, and strategic thinking — whether in research or in business — were central to their sense of self. More routine tasks, such as grading or handling payroll, were delegated whenever possible. Their professional coherence came from engaging in work that inspired them, not from maintaining rigid divisions between academic and commercial life.
Still, many participants expressed uncertainty about what was acceptable within their institutions. Questions about dual affiliations, the use of university resources, and recognition for entrepreneurial achievements often created tension. The researchers suggest that universities, incubators, and policymakers can better support academic entrepreneurs by offering clear guidelines and flexible structures that legitimise these hybrid roles. Rather than eliminating tension, Bousfiha argues, institutions should make the relationship between science and entrepreneurship more transparent and productive. When supported effectively, academic entrepreneurs can thrive in both worlds — advancing knowledge while bringing innovative ideas to the marketplace.
More information: Marouane Bousfiha et al, Micro-transitions and work identity: The case ofacademic entrepreneurs, Strategic Entrepreneurship Journal. DOI: 10.1002/sej.1541
Journal information: Strategic Entrepreneurship Journal Provided by Strategic Management Society