Team resilience building in response to co-founder exits

Rebecca Preller, Nicola Breugst, Holger Patzelt, Rieke Dibbern

Research output: Contribution to journalArticlepeer-review

3 Scopus citations


Founding teams often experience the exit of co-founders. To develop theory about how founding teams deal with adversity emerging from the exit of one of their members, we take a team-resilience perspective and study the development of six founding teams. Our inductive model highlights how founding teams take different trajectories following team member exits, leading to different types of psychological closure, which impact the teams' resilience building. Our model also suggests how teams not engaging in distancing from the exit-related adversity experience additional adversity within the continuing team, eventually leading to team failure. Our findings challenge and extend extant studies on exits in founding teams and team resilience.

Original languageEnglish
Article number106328
JournalJournal of Business Venturing
Issue number6
StatePublished - Nov 2023


  • Adversity
  • Entrepreneurial exit
  • Founding teams
  • Psychological closure
  • Team membership change
  • Team resilience


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