Becoming a founder: How founder role identity affects entrepreneurial transitions and persistence in founding
We develop a new theory that views organizational founding as involving a role transition. Through the construct of founder role identity, we delineate how identity centrality and complexity affect individuals' ability to exit a work role in order to undertake founding activities. We argue that individuals are challenged to adjust to the founder role requirements and incorporate the new role into an overall self-concept. We then delineate how configurations of founder role identities influence persistence, and the longer-term outcomes of dormancy and successful founding.
Year of publication: |
2010
|
---|---|
Authors: | Hoang, Ha ; Gimeno, Javier |
Published in: |
Journal of Business Venturing. - Elsevier, ISSN 0883-9026. - Vol. 25.2010, 1, p. 41-53
|
Publisher: |
Elsevier |
Keywords: | Founder role identity Entrepreneurial transition Persistence Organizational founding Identity centrality Identity complexity |
Saved in:
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