Successful entrepreneurial start-ups follow somewhat similar pathways towards an entrepreneurial/corporate development and eventually an exit, where investors as well as founders are handsomely rewarded for their contribution by investors who purchase the company or float it in an Initial Public Offering at the financial markets. In this paper, we will explore and combine three different pathways for entrepreneurial companies towards corporation growth: 12 steps in value creation and corporate development, 6 steps in financing and 4 stages in knowledge creation. An attempt is made to combine and simplify the existing models with the purpose of identifying entrepreneurial barriers to growth and suggesting solutions. Furthermore, these models are tested and validated by so called “deep” qualitative interviews of 6 Kuwaiti entrepreneurs who are operating their own startups in Kuwait. The result is a Kuwaiti model for entrepreneurial pathways, pinpointing barriers to growth and ways out of the “Valley of Death” towards rapid corporate growth and entrepreneurial succession.

Psychological capital is employee’s positive state in obtaining and sustaining the competitive advantage. Psychological capital is referred to as the “HERO within” indicating what individuals are likely to achieve with, as opposed to what they are likely to achieve without, positive psychological resources. This acronym also connotes the four positive cognitive resources constituting psychological capital: Hope, Efficacy, Resiliency, and Optimism. It is posited that these resources tend to work together resulting into superior performance. This paper examines the relationship between psychological capital and organizational ambidexterity. The paper is conceptual in nature and reviewed extant literature. The findings from the reviewed literature revealed that many psychological attributes are yardsticks for the survival of any organization, these are: consistence, perseverance, appreciation, innovative etc. Managers’ ambidextrous behaviors’ needs to be developed and utilized for smooth running of any institution and on time too. The study recommends that management of organizations can help their managers, through training and re-training to develop their psychological capital. Also, employees with low psychological capital should not always be used in critical situations that need urgent attention.