Population aging is reshaping retirement trajectories, challenging traditional models that conceptualize retirement as a definitive withdrawal from productive roles. While bridge employment has been widely studied, research has largely focused on former salaried employees, leaving the post-retirement pathways of entrepreneurs underexplored. This qualitative case study research examines how seven retired Croatian entrepreneurs engage in bridge employment (paid or voluntary work undertaken after formal exit from their primary businesses) and how they interpret this engagement in later life. Drawing on Continuity theory, the findings suggest that entrepreneurial retirement is better understood as a process of role reconfiguration rather than role exit. Participants strategically redeployed accumulated human, social, and symbolic capital into advisory roles, mentoring, new ventures, and community activities. Contrary to dominant assumptions emphasizing financial necessity, engagement was predominantly intrinsically motivated, grounded in autonomy, competence, and purpose preservation. The study refines Continuity theory by demonstrating that identity continuity among entrepreneurs is structurally scaffolded through retained ownership, networks, and agency. By situating the analysis within a post-socialist transition economy, the paper contributes to retirement and entrepreneurship research by conceptualizing entrepreneurial bridge employment as a redistribution model of engagement in later life. The findings offer theoretical insights and inform policy discussions on active aging and the societal value of retired entrepreneurs.

The literature on small business growth has predominantly emphasized organic growth. However, small and medium enterprises (SMEs) can also achieve growth through acquisitions, expanding their capabilities and market presence. This paper reviews the existing literature on SME acquisitive growth, focusing on motives, processes, and outcomes. In contrast to large firms, SMEs often have intertwined ownership and management roles, influencing their acquisition strategies. SME owners pursue acquisitions to create additional value. Entrepreneurs play a critical role in identifying targets, negotiating and integrating acquired companies. The smaller scale of SME acquisitions allows for flexible integration processes tailored to specific needs and cultures. Post-acquisition, SMEs exhibit unique value creation mechanisms, including accelerated organic growth and new organizational knowledge. Overall, this paper highlights the unique characteristics of SME growth through acquisition and contributes to a deeper understanding of how small and medium enterprises can effectively use acquisitions as a growth strategy.