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.
HOANG, H. et GIMENO, J. (2010). Becoming a Founder: How Founder Role Identity Affects Entrepreneurial Transitions and Persistence in Founding. Journal of Business Venturing, 25(1), pp. 41-53.