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Abstract This study focuses on the organizational boundary formation from a business founder identity perspective. We wonder how business founders with different identities make initial decisions at the founding period of new ventures, and thus demarcate organizational boundaries along respective logics that are based on efficiency, power, competence and identity. The study looks at contingent roles of task and institutional environment in influencing the founder decision making as well as the organizational boundary formation. The study contributes to the understanding towards an extension of theories of firms in entrepreneurship context, the role of entrepreneurs in crafting organizational characteristics at the firm level as well as offering new insights to organizational imprinting studies. Moreover, the study sheds lights on entrepreneurs’ self-management, as well as suggests governments and supporting agencies to incubate diversified new ventures rather than only efficiency-based firms in a new era.
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Received: 12 January 2015
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2015, Vol. 12 
