Going Alone or Together? A Configurational Analysis of Solo Founding vs. Cofounding

Travis Howell (), Christopher Bingham () and Bradley Hendricks ()
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Travis Howell: Paul Merage School of Business, University of California Irvine, Irvine, California 92697
Christopher Bingham: Kenan-Flagler Business School, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina 27599
Bradley Hendricks: Kenan-Flagler Business School, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina 27599

Organization Science, 2022, vol. 33, issue 6, 2421-2450

Abstract: Research and practice suggest that cofounded ventures outperform solo-founded ventures. Yet, little work has explored the conditions under which solo founding might be preferable to cofounding. Combining an inductive case-oriented analysis with a Qualitative Comparative Analysis of 70 new entrepreneurial ventures, we examine why and how solo founders can be as successful as their peers in cofounded ventures. We find that successful solo founders strategically use a set of cocreators rather than cofounders to overcome liabilities, retain control, and mobilize resources in unique and unexpected ways. A primary contribution of this paper is an emergent configurational theory of entrepreneurial organizing. Overall, we reveal the broader significance and theoretical importance of adopting a configurational lens for both practitioners and scholars of entrepreneurship.

Keywords: founders; founding teams; entrepreneurship; QCA; configurational theory (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:33:y:2022:i:6:p:2421-2450

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