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A small group of pioneering founders led the creation and early evolution of the service research field. Decades later, this article shares timeless service wisdom from ten of those pioneering founders.

Bowen and Fisk specified three criteria by which to identify a pioneering founder. In total, 11 founders met the criteria (Bateson, Berry, Bitner, Brown, Chase, Edvardsson, Grönroos, Gummesson, Parasuraman, Schneider and Zeithaml) and were invited to join Bowen and Fisk – founders that also met the criteria as coauthors. Ten founders then answered a set of questions regarding their careers as service scholars and the state of the field.

Insightful reflections were provided by each of the ten pioneering founders. In addition, based on their synthesis of the reflections, Bowen and Fisk developed nine wisdom themes for service researchers to consider and to possibly act upon.

The service research field is in its fifth decade. This article offers a unique way to learn directly from the pioneering founders about the still-relevant history of the field, the founders' lives and contributions as service scholars and the founders' hopes and concerns for the service research field.

Based on an empirical study of Portuguese firms, addresses the creation of new technology‐based firms (NBTFs) in small, less developed countries. Assuming that technology‐related inputs ‐ at the level of supply and demand ‐ are predominant in NTBF creation, analyses the process through which the founders and other actors identify a technological opportunity and obtain the inputs ‐ technology, funds and market demand ‐ necessary to exploit it. Emphasizes the conditions surrounding the start‐up and early survival of these firms that differ significantly from those found in more advanced countries, uncovering the difficulties confronted by NBTF founders in a relatively unfavourable environment and describing their proactive responses. Concludes that NTBF formation in Portugal has been a learning process, through which the organizational innovation introduced by early pioneer founders, based on foreign role models, become better adjusted to Portuguese conditions.

The purpose of this paper is to explain how some born global firms can leverage the rich social capital in their local (home country) horizontal network for accelerated international market entry and growth. Horizontal networks warrant separate attention from their vertical counterparts, which, along with those focussed on external international contexts, dominate most network studies in the realm of born global research.

The study utilises a multi-level qualitative approach in the study of a multi-firm population of animators in Ireland that, due to the small domestic market for their product, needed to pursue global customers from inception. The case study domain was purposely selected as a critical exemplar of a local horizontal network operating in a highly globalised industry. The authors collected data through in-depth interviews with 16 company founders. This primary interview data were complemented by interviews with staff at the apposite industry association and triangulated with secondary data on the local and global industry conditions, members’ international successes and awards.

The results demonstrate how active membership of a local horizontal network can be leveraged for the acquisition of international market knowledge and customers for born global ventures. This arises from the sharing of collective market knowledge and communal global customer information within the network to mutual benefit.

Although limited by the specific conditions in this highly globalised, non-competitive industry context, this study is unique in that it finds that cooperative interpersonal and inter-firm relationships embedded in a local horizontal social network, and mediated in part by an institutional support actor, emerge as important levers for a born global’s accelerated acquisition of foreign market knowledge and of global customers.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD-turned innovator and entrepreneur regarding his pioneering efforts. The paper aims to discuss these issues.

The interviewee is Dr Homayoon Kazerooni, Professor of Mechanical Engineering at the University of California (UC) Berkeley, pioneer and leading entrepreneur of robotic exoskeletons. He is a foremost expert in robotics, control sciences, exoskeletons, bioengineering and mechatronics design. Kazerooni shares in this interview details on his second start-up, US Bionics DBA suitX.

Kazerooni received his MS and PhD in Mechanical Engineering from the Massachusetts Institute of Technology (MIT). He has been a Professor at UC Berkeley for over 30 years. He also serves as the Director of the Berkeley Robotics and Human Engineering Laboratory “KAZ LAB.” The lab’s early research focused on enhancing human upper extremity strength, and Kazerooni led his team to successfully develop a new class of intelligent assist devices that are currently marketed worldwide and used by manual laborers in distribution centers and factories worldwide. Dr Kazerooni’s later work focused on the control of human–machine systems specific to human lower extremities. After developing BLEEX, ExoHiker and ExoClimber – three load-carrying exoskeletons – his team at Berkeley created Human Universal Load Carrier. It was the first energetically autonomous, orthotic, lower extremity exoskeleton that allowed its user to carry 100-pound weights in various terrains for an extended period, without becoming physically overwhelmed. The technology was initially licensed to Ekso Bionics and then Lockheed Martin. Kazerooni and his team also developed lower-extremity technology to aid persons who have experienced a stroke, spinal cord injuries or have health conditions that obligate them to use a wheelchair.

In 2005, Kazerooni founded Ekso Bionics, the very first exoskeleton company in America, which went on to become a publicly owned company in 2014. Ekso, currently marketed by Ekso Bionics, was designed jointly between Ekso Bionics and Berkeley for paraplegics and those with mobility disorders to stand and walk with little physical exertion. In 2011, Austin Whitney, a Berkeley student suffering from lower limb paralysis, walked for commencement in one of Kazerooni’s exoskeletons, “The Austin Exoskeleton Project,” named in honor of Whitney. Kazerooni went on in 2011, to found US Bionics, DBA suitX, a venture capital, industry and government-funded robotics exoskeleton company. suitX’s core technology is focused on the design and manufacturing of affordable industrial and medical exoskeletons to improve the lives of workers and people with gait impairment. suitX has received investment from Wistron (Taiwan), been awarded several US government awards and won two Saint-Gobain NOVA Innovation Awards. suitX has also won the US$1m top prize in the “UAE AI and Robotics for Good” Competition. Its novel health-care exoskeleton Phoenix has recently received FDA approval. Kazerooni has won numerous awards including Discover magazine’s Technological Innovation Award, the McKnight-Land Grant Professorship and has been a recipient of the outstanding ASME Investigator Award. His research was recognized as the most innovative technology of the year in New York Times Magazine. He has served in a variety of leadership roles in the mechanical engineering community and served as editor of two journals: ASME Journal of Dynamics Systems and Control and IEEE Transaction on Mechatronics. Kazerooni has published more than 200 articles to date, delivered over 130 plenary lectures internationally and is the inventors of over 100 patents.

The aim of this article is to explore how the employees of a Danish family-owned company identify with the heritage identity of their company. More specifically, the purpose is to study how the employees interpret certain historical events and values in their efforts to make sense of which heritage identity traits have remained meaningful for them over the passage of time and what these historical events and traits mean to their identification with the company.

The investigation is based on 19 in-depth interviews with employees. A critical discourse analysis approach is adopted to uncover the discursive dynamics appearing across the employees' interpretations of historical events and values.

The study indicates that heritage identity represent a complex and dynamic resource for employees' organizational identification. Therefore, this article argues that it could be a challenge for management to maintain a stable and enduring heritage identity, because the employees' interpretations and consequently their organizational identification is subject to continual revision and under influence by a dynamic and constantly changing social context.

The findings of this study is limited to the specific context of one company. Further research could investigate the same topics when interviewing employees across the national borders of a global family company in times of change.

Management need to identify whether different generations of employees develop a strong or weak identification with certain heritage identity traits and whether there are competing or compatible targets of heritage identification among these generations.

This study illuminates the potential challenges related to the maintenance and preservation of heritage identity in a company with roots to a strong founding family, which operates in a constantly changing environment.

The author focusses on corporate history from a media aesthetic perspective using the case of the Danish brewer Carlsberg. Through a careful examination of the company’s website that draws on Kress and Van Leeuwen’s work on modality, the author examines how images and symbols of the past and present are intertwined so as to ‘curate’ history and present the brand as both deeply rooted and authentic.

The purpose of this paper is to provide a review of the Management History literature in the Journal of Management History from 2010 to 2014.

This review utilized a thematic analysis approach.

The author found seven distinct themes in the literature in addition to four subthemes. The themes include management pioneers, crisis management, the dark side of management (including the subthemes of slavery, child labor, monetary factors and gender issues), ancient texts, regional differences, religion and historical impacts of key management concepts.

This review displays management history research themes, which enables a manager to efficiently view various lenses with which to analyze management issues.

By bringing together previously disparate streams of work to understand the themes of management history, this paper analyzes the direction of research, identifies gaps in the literature and begins to more effectively build a cumulative research tradition.

Eric Broekaert passed away shortly after the XVIth European Working group on Drug-Oriented Research (EWODOR)-conference in Rome on 28 September 2016. He was one of the great TC pioneers in Europe, who founded the first TC for addictions in Belgium (De Kiem) and co-founded the European Federation of Therapeutic Communities and EWODOR. He was a respected Professor of “Orthopedagogics” at Ghent University and a Member of the Editorial Collective of Therapeutic Communities: the International Journal of Therapeutic Communities. The paper aims to discuss the overview of the career of Eric Broekaert.

In this obituary, the authors provide an overview of his career, major achievements and theoretical, methodological and integrative ideas, clustered around four typologies: university professor and scholar; manager and source of inspiration; TC pioneer and believer, and integrative thinker.

Besides his obvious merits as a TC researcher and advocate, one of his major theoretical contributions has been the introduction of the holistic, integrative approach and the idea that diverse types of interventions, as well as methodological approaches can alternatively go together.

He regarded TCs as the ultimate integration of various educational and therapeutic approaches to promote growth and quality of life among severely disadvantaged populations, such as drug addicts and children and adults with emotional and behavioural disorders.

The behaviour of an enterprise (including ethical behaviour) strongly depends on the organization’s culture, values and beliefs. The purpose of this paper is to demonstrate that organizational culture differs according to enterprise life cycle stage. Also the importance of the knowledge and awareness of these differences to enterprises’ management in order to be able to ensure enterprises’ success is argued.

The case study research methodology was applied to explore the differences in the type of organizational culture as well as cultural strength depending on the enterprise’s life cycle stage. For the empirical testing, the author have selected Slovenia, one of the most developed European post-socialist transition countries.

The research revealed differences in the types and strengths of enterprises’ organizational cultures and showed their dependence on the enterprises’ life cycle stages.

Knowledge of differences in organizational culture in relation to an enterprise’s life cycle stage can significantly contribute to the behaviour of the enterprise’s key stakeholders by ensuring the long-term and sustainable success of the enterprise.

The available literature does not provide similar research of differences in organizational culture in relation to an enterprise’s life cycle stages.