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Becoming a founder: how founder role identity affects entrepreneurial transitions and persistence in founding

Author: Hoang, Ha ; Gimeno, JavierINSEAD Area: StrategyIn: Journal of Business Venturing, vol. 25, no. 1, January 2010 Language: EnglishDescription: p. 41-53.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: 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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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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