PurposeThis study aims to analyze the phenomenon of entrepreneurial spawning in the new context of software startups, revisiting theory and identifying patterns within the emergence of startups/spin-offs in Brazil.Design/methodology/approachA study of two cases of startups recognized for generating several spin-offs founded by former employees. The authors based the data collection on the following triangulation: 11 in-depth interviews, systematic analysis of 33 resumes from entrepreneurs in spawned firms and document analysis.FindingsSix skills developed in startups were identified: (1) structuring a company, (2) people management, (3) strategic/operational planning, (4) commercial/sales, (5) product development, and (6) behavioral traits. In addition, points of contradiction concerning the literature were found, such as the absence of the location effect, different professional experiences and new local agents to support startups.Research limitations/implicationsThe present study covers only two cases in the context of software startups, which requires caution and discretion in extrapolating to other contexts.Practical implicationsThe understanding of the phenomenon may reflect in: university programs focused on internships in startups, corporate training programs for entrepreneurs and the design of public policies based on entrepreneurial spawning.Originality/valueThe present study stands out for its access to data from high-impact startups in Brazil, in addition to revisiting the literature bringing a new perspective to the specificities of high-growth software companies.

Esse artigo trata das implicações e dimensões institucionais por detrás da adoção do sistema koban japonês pela Polícia Militardo Estado de São Paulo (PMESP). O autor observa a evolução dessa organização, de uma situação de vago entendimento paraa aplicação de práticas mais precisas de policiamento comunitário. Nesse contexto é que surge a decisão de procurar, adotare implementar um modelo estrangeiro de policiamento – o sistema koban japonês . Os líderes da PMESP estão preocupadoscom a evolução da polícia como um todo, incluindo suas aspirações e competências, como meio de legitimar a existência dainstituição. Por meio do koban, a liderança institucional da PMESP teve um papel fundamental no processo de implementação dopoliciamento comunitário. Por fim, a adoção da modalidade de koban certamente tem origens numa reconhecida necessidadede melhorar o desempenho institucional e a moral da PMESP; mas sua contribuição principal, mais que técnica, é a de auxiliarna construção deste novo organismo social integrado: o policiamento comunitário no Brasil.

Objective: to know concrete practices of teaching entrepreneurship, as well as the professional/academic background of teachers, in order to fill gaps observed in the literature on the subject. Method: data collection of entrepreneurship teachers recognized for their classroom practice (selected by the snowball procedure), through 10 semi-structured and in-depth interviews, examined by the content analysis technique. Results: identification of 30 best practices, categorized according to their emphases and respective bases, highlighted here in parentheses. They are: (a) learning (projects), (b) learning (problems), (c) reflective exercises, (d) expository (cases), (e) expository (invited entrepreneurs), and (f) expository (debates and quizzes). After detailing the activities, findings about the teachers' background were presented, in a complementary way, such as entrepreneurial experience, professional and international experiences, corroborating the existing literature on the subject. Theoretical/methodological contributions: by presenting boundaries, in terms of classroom approaches, the best practices contribute to the literature, as they strengthen the arguments in favor of experiential models, as well as project-based or problem-based learning. In addition, the results confirm what the literature points out in relation to the antecedents of entrepreneurship teachers Originality/Relevance: this study deepens the understanding of best practices in entrepreneurship education, something previously mentioned as superficial and generic (Gedeon, 2014). Social/managerial contributions: the results allow entrepreneurship teachers to replicate best practices within their educational settings, as the paper provides a wide range of detailed pedagogical practices that they might employ.

This article explores some the disorganizations and reorganizations happening inside the PMESP´s organizational culture, after the adoption of community policing practices based on the Japanese Koban System. The emergence of a new (democratic) order, confronting the old (repressive) one, posed incongruent challenges on officer´s self-perceptions and daily routines. Many started responding by means of personal effort, performing social service activities. However, the idea of being a “social firefighter”, searching for the solution of deep social inequalities, seems to contain in itself a promise that many officers, especially sergeants, cannot accomplish. Some cultural traits from the Japanese model propose different angles to observe such dynamics. They suggest that a sense of purpose at the front lines of police work – and group cohesion that emanates from it – represents a strategic concern for the PMESP’s, on its endeavor towards becoming a more responsive institution.