Abstract

Among entrepreneurship scholars, there is growing interest in the emergence of entrepreneurial teams (Schjoedt et al., 2013; West, 2007; Forbes et al., 2006). Drawing on social identity theory (Abrams & Hogg, 1990; Tajfel & Turner, 1985) we develop a framework that suggests that a team member’s prior exposure to other team members influences the member’s decision to persist with the team, and that this influence is mediated by the member’s identification with the team (Van Vugt & Hart, 2004). Moreover, we argue that the mediated effect is moderated by the member’s switching costs (operationalized as relevant work experience). That is, identification’s influence is particularly strong on the decision to stay when the focal member has a more attractive option.

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