The end of the team, not the entrepreneur? Nascent entrepreneurs' identity work during new venture team disbanding

Purpose This study examined identity work of nascent entrepreneurs whose new venture teams disbanded during the initial stages of venture creation. We explored how new venture team disbanding influence nascent entrepreneurs' identity formation. Design/methodology/approach We followed thirteen nascent entrepreneurs longitudinally over the first 22 months of their entrepreneurial journeys and collected 42 semi-structured interviews over four interview rounds. Findings Through thematic analysis, we identified three core elements of entrepreneurial identity work during the process in which new venture teams disbanded: experiencing tensions, unlocking perspectives and reshaping entrepreneurial identity. Furthermore, we identified three paths of identity work following team disbanding: enduring, reinventing and shelving. Originality/value This study provides detailed insights into how new venture team disbanding shape entrepreneurial identity formation among nascent entrepreneurs. By incorporating a dual perspective of both exiting and remaining team members, it extends current knowledge of new venture team processes. The study's conceptualisation of disbanding contributes to a holistic understanding of entrepreneurship by recognising team disbanding as a natural part of venture creation and highlighting the significance of early team experiences for identity formation.