The literature has validated this idea of a negotiated identity (Burke 1991, 2003). When the conflict cannot be resolved by a meta-identity’s current routines (i.e., the conflict is different from prior conflicts), the meta-identity needs adaptation to include a new conception of the family business intersection. This adaptation leads to a change in “who we are” that then alters “who we are as a family” and “who we are as a business.” An outcome of the conflict-resolution process, this transformation adds to the family business’s repertoire of solutions that can be used to overcome future identity conflict. How quickly identity conflict can be resolved (and thus how quickly opportunity beliefs can be formed) depends on the overall effectiveness and efficiency of renegotiation.
Conclusion
We have argued in this chapter that an entrepreneurial career provides multiple opportunities for individuals to develop a meaningful and unique self-identity. To overcome the cognitive and psychological challenges associated with balancing the fulfillment of the basic need to be distinct with the basic need to belong, entrepreneurs can apply integration or compartmentalization strategies to manage their work-related and non-work-related micro-identities . We have also illustrated how traumatic events can disrupt one’s occupational identity, and that entrepreneurship as an alternative career may help reconstruct it and in doing so help individuals recover emotionally and psychologically. Finally, we have focused on the specific case of family firm owner-managers and argued how these managers can resolve potential identity conflict from their roles as family members and business owners. The next chapter will explore the role of emotions in entrepreneurship and how they are related to entrepreneurial cognition .
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