This study explores the interplay between founder role and identity transitions and venture development. Drawing on a systematic review of recent literature, this research synthesizes insights on how founder role and identity transitions influence venture development and vice versa. Following our analysis, we propose the concept of founder-venture-fit, which highlights the alignment between the roles and identities of founders and the dynamic state of their venture. We identify four patterns of interplay: business-as-usual, dynamic business, founder inertia, and venture inertia. These patterns demonstrate that while alignment supports growth, periods of misalignment may also be necessary for transitions and venture development. However, misalignment may have severe consequences for the founder, venture or both. This study contributes to founder identity literature by offering a nuanced understanding of the dynamics between founder role and identity transitions and venture development, emphasizing the importance of identity work and adaptability. Directions for future research include exploring long-term founder-venture dynamics and examining counter-role transitions in entrepreneurial contexts.
