Walk tall: The story of REX Bionics is about the key decisions faced by the founders Richard Little and Robert (Robbie) Irving to commercialise a ‘walking skeleton’ for people who are wheelchair-bound for extended periods. The changing role of the founders in a technology-based business and the interplay between the founders’ vision and the reality of growing technology-based businesses is the focus. The history of REX Bionics lies in the founders’ first-hand experiences with people diagnosed with multiple sclerosis. Over 15 years the company evolved from a ‘workshop idea’ in a garage to public listing on the London AIM Stock Exchange. Facing multiple institutional hurdles, rapidly moving technology and high start-up costs, REX Bionics successfully commercialised the walking robotic exoskeleton inspirited by the ‘Power Load’ in the movie Aliens. Little and Irving faced some tough choices about which commercialisation pathways to pursue in the light of diverse perspectives from the board of directors, an advisory board, various investors to their personal mission.

Gibrat’s Law mandates the independence of firm size and growth, while the resource-based view of the firm implies a positive relationship between firm size and profits, to be concluded in a profit–growth trade-off. Empirical studies of entrepreneurial success however, have demonstrated firms’ ability to reach a state of high growth and profitability, despite the trade-offs encapsulated within the profit–growth nexus. Upon assessing the relationships between past profitability, current firm growth and size in Australian ICT SMEs, results demonstrate positive relationships between all three indicators. This suggests that profitability can be considered the most important precursor of entrepreneurial success, and also that successful businesses do not suffer from the trade-offs implied by theory.

National cultures have a strong influence on the performance of organizations and should be taken into account when studying the traits of high performing managers. At the same time, many studies that focus upon the attributes of successful managers show that there are attributes that are similar for managers across countries. This article reports on the development of empirically validated profiles of Dutch and British high performing managers. Based on a sample of 808 Dutch and 286 British managers and using the cross-cultural framework of Excellent Leadership by Selvarajah et al., the profiles of excellent Dutch and British managers was derived. The profiles of Dutch and British high performing managers can be described by a four-dimensional factor structure consisting of Managerial behaviours, Environmental influences, Personal qualities and Organizational demands. Based on these validated profiles, the similarities and differences in attributes for managerial success between Dutch and British high performing managers can be identified.

We examined how external stakeholder pressure and ethical leadership independently and interactively influence the implementation of corporate social responsibility. Based on data collected from 292 employees from 53 companies (Study 1) and from 224 middle-level managers from 40 companies (Study 2) in mainland China, we found that both ethical leadership and external stakeholder pressure have significant and positive impacts on corporate social responsibility implementation and the positive effect of external stakeholder pressure on corporate social responsibility weakens under a higher level of ethical leadership and strengthens under a low level of ethical leadership. The theoretical and practical implications of these findings are discussed.

Researchers have disagreed recurrently over the years concerning the nature of continuance commitment as developed within the Meyer and Allen paradigm, specifically whether continuance commitment consists of ‘high sacrifices’ and ‘low alternatives’ subdimensions. To address this, Edward's analytical strategy was used to examine continuance commitment as having superordinate, aggregate, or multivariate structural forms. Results suggest that (1) continuance commitment is not a multidimensional construct, (2) that the ‘high sacrifices’ subscale alone taps continuance commitment, and (3) the ‘low alternatives’ subscale measures neither continuance commitment nor perceived employment alternatives. Implications for further exploration of the continuance commitment construct are discussed.

Our study develops a new conceptual framework in which guanxi practices (managerial use of interpersonal ties to benefit their organizations) are analyzed by their focus (resources flowing inward or resources flowing outward) and their base (familiar – based on friendship ties; or family – based on kinship ties). Using this framework, we highlight the linkage between costs and benefits from using guanxi in Chinese business organizations, and show how the linkage depends on the guanxi base. Finally, we show how guanxi focus and guanxi base importantly affect employee responses to the use of guanxi practices in their organizations.