Escaping the Founder Identity Trap: A Process View on Business Model Design During New Venture Creation

Abstract

We advance theory of how founder identity affects business model (BM) design during new venture creation and contribute to the cognitive perspective on BMs. We look at BM design as a longitudinal process involving a variety of cognitive work that is co-shaped by the founder identity work. Based on an in-depth nine-year process study of a single venture managed by three founders, we observed that a novelty-centered BM design resulted from cognitive work co-shaped by founder identity construction and verification processes. Yet, more remarkably, we noted that founder identity verification decreased over time and observed a process that we labeled “identity-business model decoupling.” It meant that the founders did not alter their founder identity but, over time, attentively grew self-aware and mindfully disengaged negative identity effects to design an effective BM. Our results provide a dynamic view on founder identity imprinting on ventures’ BMs and contribute to the identity, BM, and entrepreneurship literatures.

Citation

Boxstael, A.V. and Denoo, L. (2020), "Escaping the Founder Identity Trap: A Process View on Business Model Design During New Venture Creation", Sund, K.J., Galavan, R.J. and Bogers, M. (Ed.) Business Models and Cognition (New Horizons in Managerial and Organizational Cognition, Vol. 4), Emerald Publishing Limited, Leeds, pp. 57-94. https://doi.org/10.1108/S2397-521020200000004005