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The purpose of this paper is to make available an artifact that helps entrepreneurs and managers to recognize the diversity of creative logics centered on resources that are already available to the organization, presenting it as a tool to support the expansion of the product and service portfolio and as an alternative to Research and Development strategies, which are difficult to implement in the context of small businesses.

Following the precepts of the Action Design Research (ADR) method, researchers and practitioners (teachers and consultants) collaborated in the development of the artifact. Successive versions of the artifact were tested in the field: in classrooms by the teachers and in small companies by the consultants.

In addition to the artifact itself, which is available on the Internet, the lessons learned from the design process of the artifact were formalized in meta-requirements and meta-designs, in accordance with the precepts of the design theory that served as the foundation of ADR. These meta-specifications facilitate the critical analysis and evolution of the proposed artifact, in addition to the conception and proposition of new artifacts for the same class of problem.

The dialogical nature of the ADR approach, with the development of the artifact through interactive cycles between design and use, based on the practitioners' experience of using it with the final beneficiaries, resulted in a functional artifact that is simple to use by those interested in discussing product and service innovation with small organizations. The artifact in the form of software is available to all at https://tentypescreation.com.

From business examples and comparisons with widespread creative tactics, such as copy and invention, eight other creative tactics centered on resources available in the organization are explored by the artifact, providing means for practitioners to discuss alternative ways for managers, entrepreneurs, and future entrepreneurs to face the challenge of product and service innovation in small businesses.

In this paper, the authors review the literature on the nature of the small and medium-sized enterprise concept. The review examines the broad diversity of terms and definitions used to describe these kinds of firms in scholarly and practical settings. They relate this examination to the concept of small business for the purpose of comparison, in order to highlight differences and similarities between the concepts.

Relevant literature including articles from academia and defining documents from practical settings was identified through a scope literature review. Field data were subsequently collected via questionnaires sent to editors and authors of articles related to the theme. The data were content analyzed and the resulting codes consolidated into dimensions in accordance with the Gioia method. Chi-squared tests were applied to categorical data.

The use of the composite category “small and medium” was found to be predominant in the labeling of small businesses in scientific articles, including those in journals that specialize in small businesses, with no justifications presented for this, characterizing a widespread and consensual practice between authors and editors. In the defining documents of practical settings, however, the authors observed greater consistency and precision both in the terms used and in the delimiting values for a small business (self-employed, micro business, small business). In the sample of 27 defining documents mentioned in the articles, 25 specifically defined “small business” and 20 defined “micro business,” using indicators such as number of employees and annual turnover. The indicators delimiting values regarding the category of micro business were the same in all the documents analyzed and, regarding the category of small business, many documents used the same delimiting values.

Recognizing the “non-large enterprise” myth will provide a more effective posture for editors and authors to avoid using the term “small and medium,” resulting in greater precision, understanding and knowledge regarding small businesses. A better definition of a small business by academia can help public policymakers and managers of organizations that support small businesses to tailor their actions better according to the different sizes of companies. This will also lead to social gains, given the importance of small businesses in terms of job creation and countries' economies.

The authors identified and described the myth of the “non-large enterprise” among academics, characterized by the dichotomous view of the business universe, composed of “large enterprises” and “non-large enterprises,” the latter group being characterized by the widespread use of the term “small and medium.”

This paper aims to explore the perception of successful entrepreneurs and resource providers regarding the minimum operational time necessary to legitimize an enterprise as an established company, as well as the tactics used by the entrepreneurs to minimize the distrust of society during this initial period of the life cycle of the organization.

Data collection from two groups: (i) interviews with 62 entrepreneurs and founders of established companies; and (ii) a questionnaire completed by 77 sales managers of companies that provide businesses with resources (they practice business-to-business). Regarding analyses: (i) to analyze information, this study applied the content analysis technique; and (ii) for data, this study applied the one-sample t-test, mean comparison t-test, Pearson’s correlation test, chi-square test of association, Mann–Whitney U test and correspondence analysis technique.

In this study, a period of 42 months was identified for the legitimization of enterprises by society, in other words, the time necessary for enterprises to be recognized as an established company and a company of low risk by customers and resource providers. A set of managerial and behavioral actions practiced by successful entrepreneurs to face the difficulties they experience during the legitimization period was also identified.

In addition to establishing a period of 42 months for the legitimization of an enterprise in the eyes of society, a set of 15 strategies used by successful entrepreneurs was identified to combat the prejudice associated with the youthfulness of their companies. Of these, 12 are linked to managerial actions and 3 to the entrepreneur’s behavior. It should be highlighted that eight of these strategies are innovative and have yet to be addressed in the literature on mitigating risks associated with the liability of newness principle.

The authors discuss the legitimization of enterprises based on the perception of actors who play a fundamental role regarding entrepreneurial action: resource providers for companies, customers and successful entrepreneurs. This is a triangulation of sources, as well as a triangulation of collected data and qualitative and quantitative techniques, which sought to ensure the accuracy and reliability of the information that resulted from this analytical process.

The purpose of this paper is to discuss whether, in entrepreneurship disciplines, professors address equally the positive and negative aspects associated with being an entrepreneur. The literature shows that entrepreneurship professors are enthusiastic about entrepreneurial action, and there may be a bias toward predominant emphasis on positive aspects.

The case study strategy was used to analyze disciplines that qualify entrepreneurship professors. The content analysis technique was applied to the description of the discipline contents and texts from the most frequently used literatures. The selected case (the country) satisfied the condition of having a regulatory agency that evaluates courses and also provides descriptive records of the disciplines that are taught.

It was observed that the topics discussed in the disciplines, as well as the texts of the most frequently used articles, contain a higher volume of messages that are positive and favorable toward the entrepreneurial act. Negative effects or aspects of entrepreneurship are addressed superficially.

This article provides important reflections on the activities of those who teach entrepreneurship, as well as editors and reviewers of entrepreneurship journals. Regarding the former, when preparing the content of their disciplines, and for the latter, when evaluating articles, bearing in mind that their articles are also used by students and professors from countries with less developed economies.

Exploring the myths of entrepreneurship, especially the claim that everyone is capable of becoming an entrepreneur and that entrepreneurship promotes economic development, the risk of becoming an entrepreneur was addressed, especially in countries with less developed economies. From this viewpoint, issues regarding the responsible teaching of entrepreneurship were addressed, along with the need to focus equally on the favorable and unfavorable aspects of entrepreneurship.

Although exaptation is recognized as a means of creation capable of generating significant economic implications for organizations, this mechanism has not been explored in depth in the field of management, where it remains restricted to innovation and product research and development. With this limitation in mind, this study aims to explore and discuss exaptation along with other entities that are more greatly concerned with the interests of and direct contact with practitioners and academics in the field of management, such as processes, data, tacit knowledge and skills.

For the purposes of this study, a comprehensive review of the literature on exaptation was conducted, and 46 entrepreneurs from companies of different sizes and segments were interviewed.

The results of the review of the literature and interviews with entrepreneurs helped to identify and describe 13 cases of exaptation associated with nine different kinds of organizational entities. For four of these entities, which are closely associated with management, the restrictions of the business environment regarding the exaptation of these entities are discussed, together with the more favorable organizational structures for their occurrence.

This paper discusses the exaptation to the four types of entity closely linked with management: tacit knowledge, data, process and skill. For each one of these entities the following is discussed: the organizational characteristics that hinder the exaptation of the entity in question and the managerial actions that could alter these characteristics and facilitate the occurrence of the exaptation mechanism with the entity in question.

This process led to the development of an algorithm for analyzing the exaptation mechanism and the adaptation of the attributes associated with the agent-artifact[entity]-context tripartite to describe and analyze exaptation event, including another attribute: the type of entity.

The purpose of the paper is to understand the values perceived and the priorities attributed by the managers to four dimensions of information quality associated with meta-information commonly used in the initial selection (scanning) of content by managers: source credibility, comprehensiveness, timeliness, and confidentiality.

The study involved conducting simulations of information selection for decision making with 124 professionals from 11 different companies. The results were analysed with content analysis techniques, nonparametric statistics, and cluster analysis.

Three levels of priority were found in the managers’ information selection process: the credibility and timeliness dimensions were the most highly prioritised, the comprehensiveness dimension was the least prioritised, and the confidentiality dimension occupied an intermediate position. The preferences of the managers are for current information and a well-known source with respect to the timeliness and source credibility dimensions, respectively. Regarding the confidentiality dimension, the preference is for restricted information, valued for the desire to know. For the comprehensiveness dimension, there was no well-defined preference for managers with respect to the quantity of text in a managerial report.

The knowledge of priorities and values attributed to the dimensions of information quality is critical for the definition of characteristics to be incorporated into information projects.

This study's contribution is related to the process of information selection in a dynamic situation in which little time is available to information analysis.