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

被引：265

作者：

Hoang, Ha ^{[1
]}

Gimeno, Javier ^{[2
]}

机构：

[1] ESSEC, F-95021 Cergy Pontoise, France

[2] INSEAD, F-77305 Fontainebleau, France

来源：

JOURNAL OF BUSINESS VENTURING | 2010年 / 25卷 / 01期

关键词：

Founder role identity; Entrepreneurial transition; Persistence; Organizational founding; Identity centrality; Identity complexity; SELF-COMPLEXITY; ROLE CONFLICT; ORGANIZATIONS; WORK; BEHAVIOR; SUCCESS; FIRMS; CONCEPTUALIZATION; SOCIALIZATION; COMMITMENT;

D O I：

10.1016/j.jbusvent.2008.07.002

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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. (C) 2008 Elsevier Inc. All rights reserved.

引用

页码：41 / 53

页数：13

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