Facile/LigFerv: Hot Water in Three Seconds, Thirty Years of Entrepreneurial Process

Silva, João Paulo Moreira; Guimarães, Liliane de Oliveira; Castro, José Márcio de

doi:10.1590/1982-7849rac2021200221.en

João Paulo Moreira Silva

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração, Belo Horizonte, MG, Brazil.

http://orcid.org/0000-0002-9470-2905

Liliane de Oliveira Guimarães

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração, Belo Horizonte, MG, Brazil.

http://orcid.org/0000-0002-3346-2207

José Márcio de Castro

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração, Belo Horizonte, MG, Brazil.

http://orcid.org/0000-0002-3170-9456

* Corresponding Author

Editor-in-chief:

Wesley Mendes-Da-Silva (Fundação Getulio Vargas, EAESP, Brazil)

Associate Editor:

Paula C. P. de S. Chimenti (Universidade Federal do Rio de Janeiro, COPPEAD, Brazil)

Guest Editor:

Leonardo Marques (Universidade Federal do Rio de Janeiro, COPPEAD, Brazil)

João Paulo Moreira Silva

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração

Av. Itaú, nº 525, Dom Cabral, 30535-012, Belo Horizonte, MG, Brazil.

E-mail address: joao.msilva@live.com

https://orcid.org/0000-0002-9470-2905

Liliane de Oliveira Guimarães*

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração

Av. Itaú, nº 525, Dom Cabral, 30535-012, Belo Horizonte, MG, Brazil.

E-mail address: lilianeog@pucminas.br

https://orcid.org/0000-0002-3346-2207

José Márcio de Castro

Pontifícia Universidade Católica de Minas Gerais, Programa de Pós-graduação em Administração

Av. Itaú, nº 525, Dom Cabral, 30535-012, Belo Horizonte, MG, Brazil.

E-mail address: josemarcio@pucminas.br

https://orcid.org/0000-0002-3170-9456

Conflict of Interests

The authors have stated that there is no conflict of interest.

Authors' Contributions

1^st author: conceptualization (equal); investigation (equal); methodology (equal); visualization (equal); writing-original draft (equal); writing-review & editing (equal).

2^nd author: conceptualization (lead); investigation (equal); methodology (equal); project administration (equal); supervision (equal); visualization (equal); writing-review & editing (equal).

3^rd author: conceptualization (equal); investigation (equal); methodology (equal); project administration (equal); supervision (equal); writing-review & editing (equal).

Internship	Initiation	Preparation	Launch	Consolidation
Activities	Identifying the business opportunity Reflection and development of the business idea Decision to create the enterprise	Business plan elaboration Conclusion of marketing research Fundraising Creation of the business team (partners) Registration of trademark or patent	Legal procedures Full dedication to the enterprise Organization of facili-ties and equipment Development of the first service products Hiring employees First sales	Promotion and marketing activities Sales Reach of balance point Formal planning Management

Causation	Effectuation
A certain objective to be achieved or a decision to be made (usually well-structured and specific).	Certain set of means (usually consisting of relatively unchanged characteristics/circumstances of the deci-sion-maker).
A set of alternative means or causes (which can be generated from the decision process).	A set of effects or possible operationalizations of gen-eralized aspirations (generated mainly by the decision process).
Restrictions on possible means (usually imposed by the environment).	Restrictions and opportunities for possible effects (usually imposed by limited means, as well as the envi-ronment and its contingencies).
Selection criteria among the means (usually maxi-mization of expected return).	Criteria for selecting among the effects (usually a pre-determined level of accessible loss or acceptable risk related to the given means).

Principles	Features
Acceptable loss costs	It consists in testing all possible strategies considering the limited means that have been given from the predetermination of how much loss is acceptable. “The effectuator prefers choices that create more options in the future over those that maximize returns in the present” (Sarasvathy, 2001Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263. https://doi.org/10.5465/amr.2001.4378020 https://doi.org/10.5465/amr.2001.4378020... , p. 252).
Strategic alliances	Focus on forming strategic alliances with stakeholders in order to reduce and/or eliminate uncertainty. “Stakeholder pre-commitments make uncertainty irrelevant by ‘delivering’ a future that looks very similar to what was contracted” (Sarasvathy, 2003Sarasvathy, S. D. (2003). Entrepreneurship as a science of the artificial. Journal of Economic Psychology, 24(2), 203-220. https://doi.org/10.1016/S0167-4870(02)00203-9 https://doi.org/10.1016/S0167-4870(02)00... , p. 210).
Contingency Exploitation	Contingencies that arise unexpectedly over time are best explored by the effectuation process.
Controlling an unpredictable future	Focuses on conflict issues of an unpredictable future. “To the extent that we can control the future, we do not need to predict it” (Sarasvathy, 2001Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263. https://doi.org/10.5465/amr.2001.4378020 https://doi.org/10.5465/amr.2001.4378020... , p. 252).

[1] * Corresponding Author

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Facile/LigFerv: Hot Water in Three Seconds, Thirty Years of Entrepreneurial Process

ABSTRACT