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Preparing for scaling: A study on founder role evolution
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DOI：10.1016/j.jbusvent.2023.106315.png)
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Abstract
En 中文
One of the major entrepreneurial challenges faced by scaling firms involves changing their internal organization. Our study focuses on a particular aspect of internal organizing-namely, how founder roles evolve in preparation for scaling. By means of an in-depth case study and a combination of data collection methods, we study the evolution of formal and informal founder roles. For both types of roles, we identify a founder-driven and an interaction-driven phase, during which founder and/or joiner role-crafting take place. Through both types of role-crafting, founder roles are (re)shaped. Particularly unique to our study is that we identify three scaling-specific paths through which the role-crafting of joiners shapes founders' roles. Specifically, founders experience a role efficiency increase as they take over some of the joiner-introduced role behaviors, or a role set decrease as joiners take over some of their (formal or informal) roles. We further point to the importance of psychological safety and value fit for successful joiner rolecrafting to occur and for founder roles to change following founder-joiner interactions. Our study adds to the literatures on scaling and entrepreneurship as well as to role theory and rolecrafting literature.
Keywords:
Scaling
Founders
Joiners
Role theory
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