Founders of hybrid ventures encounter organizational tensions that can compel compromise in both their organizations' and their own personal values. Such compromises may, in turn, undermine founders' identification with their ventures. In a multi-case study analysis we examine why social entrepreneurs differ in their responses to organizational tensions, both at the firm- and individual-level, and how such differences relate to their venture identification. Specifically, our findings reveal that strategic decisions made in the context of values-based complexity are often accompanied by concerns regarding founder authenticity—that is, judgments about the alignment between founders' actions and the commitments or responsibilities associated with their identities as entrepreneurs. Yet, because founders differ in the basis from which they seek to maintain such alignment, these differences shape both hybridity management and subsequent venture identification. By unpacking such differences, our findings contribute new theory, bridging recent scholarship on founder authenticity with longstanding research on organizational identification and hybrid organizing.

混合型企业的创始人遇到组织紧张关系，这种紧张关系可能会迫使其组织和个人价值观遭到妥协。这样的妥协反过来可能破坏创始人对企业的认同。在多案例研究分析中，我们研究了社会企业家为何在企业和个人层面上对组织紧张的反应有所不同，以及这些差异如何与他们的企业识别相关。具体来说，我们的发现表明，在基于价值的复杂性背景下做出的战略决策通常伴随着对创始人真实性的担忧，即对创始人的行为与与其企业家身份相关的承诺或责任之间的一致性的判断。然而，因为创始人在寻求维持这种一致的基础上有所不同，所以这些差异决定了混合管理和后续风险识别。通过消除这些差异，我们的发现为新理论提供了新的理论，将关于创始人真实性的最新研究成果与对组织识别和混合组织的长期研究相结合。