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Articles (2010), Journal of Business Venturing, 25 (1), pp. 41-53

Becoming a Founder: How Founder Role Identity Affects Entrepreneurial Transitions and Persistence in Founding

HOANG Ha , GIMENO J.

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. Lien vers l'article

HOANG, H. and 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.

Mots clés : #Founder-role-identity, #Entrepreneurial-transition, #Persistence, #Organizational-founding, #Identity-centrality, #Identity-complexity