Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
1019514 | Journal of Business Venturing | 2010 | 13 Pages |
Abstract
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.
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Authors
Ha Hoang, Javier Gimeno,