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Despite recognition of the centrality of emotions in entrepreneurship, little attention has been given to role of emotions in the development of entrepreneurial identity or enactment of entrepreneurial role. The contribution of the chapter is in the development of a dynamic model of the process leading to identification or dis-identification as an entrepreneur. In this chapter, we develop a dynamic model of the process leading to identification or dis-identification as an entrepreneur. We theorize that the driver behind an individual’s decision to become an entrepreneur, and their significant emotional experiences in the entrepreneurial role, influence the likelihood of following an identification or dis-identification cycle. Specifically, our framework proposes that positive emotions strengthen approach motivation and identification with the role, while negative ones foster avoidance motivation and dis-identification. We argue that contextual embeddedness can prompt transition between these two cycles. Our theorization provides new insights into methods of analyzing the role of emotions in the entrepreneurial process, more specifically in the process of entrepreneurial identity crafting. These insights also can be translated into studying the crafting of any professional identity.

The growth of organized labor during the latter part of the nineteenth century triggered an organizational impulse on the part of employers across the country. Although some employers’ associations began as “negotiatory” bodies engaged in collective bargaining, the vast majority of them shifted toward a more “belligerent” approach. Academic scholarship has generally focused on the belligerents at the national level. Recently, some scholars have begun to study organized employers at the community level, but they continue to feature the more typical staunchly anti-union associations. This study of Columbus, Ohio's master printers’ association reveals a different pattern of local labor relations during the years between 1887 and 1960 – an association that had generally smooth bargaining relationships with craft unions. Columbus’ conservative and sheltered economy enabled the longstanding cooperative shared printing craft culture to thrive. But changes in Columbus’ economy, shifts in larger patterns of industrial relations, the hard-line influence of the national employers’ association, and technological changes altered the context of local labor relations. The result was that, by 1960, the Columbus association sought the upper hand in labor relations by becoming a more traditional and belligerent employers’ association. This story of “latecomers” adds to our understanding of organized employer behavior under different historical periods and circumstances.