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

Ha Thi Hoang

INSEAD - Entrepreneurship and Family Enterprise

Javier Gimeno

INSEAD - Strategy

June 25, 2007

INSEAD Business School Research Paper No. 2007/46/EFE/ST

By viewing organizational founding as involving a role transition, we highlight the challenges that potential founders face: 1) adjusting to the novel skills and social networks that underpin the new role, and 2) incorporating the new role into an overall self-concept that may consist of contradictory or competing identities. We develop the concept of founder role identity and delineate how two aspects, centrality and complexity, affect potential founders' ability to exit a current work role in order to undertake founding activities, an indicator of successful role transition. Founder centrality denotes the subjective importance of the founder role to an individual's self-concept, while complexity captures diversity and richness in the person's conceptions of the role. After a role transition occurs, we delineate how distinctive configurations of founder role identities influence the extend and type of persistence observed in the face of negative feedback so prevalent during the founding process. By explicitly considering persistence, we are able to link founder role identity to longer-term outcomes, including the overlooked condition of dormancy wherein a role transition has occurred but successful founding has not. Our theorizing seeks to redress an imbalance in theories explaining entrepreneurial activity by developing a more dynamic understanding of the founder's role in determining organizaional founding.

Number of Pages in PDF File: 56

Keywords: Founder role identity, entrepreneurial transition, persistence, organizational founding

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Date posted: October 17, 2007  

Suggested Citation

Hoang, Ha Thi and Gimeno, Javier, Becoming a Founder: How Founder Role-Identity Affects Entrepreneurial Transitions and Persistence in Founding (June 25, 2007). INSEAD Business School Research Paper No. 2007/46/EFE/ST. Available at SSRN: https://ssrn.com/abstract=1021739 or http://dx.doi.org/10.2139/ssrn.1021739

Contact Information

Ha Thi Hoang (Contact Author)
INSEAD - Entrepreneurship and Family Enterprise ( email )
F-77305 Fontainebleau Cedex
01 60 72 43 19 (Phone)


Javier Gimeno
INSEAD - Strategy ( email )
Boulevard de Constance
77305 Fontainebleau


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