RESUMO Grande parte das novas empresas é criada por jovens empreendedores com menos de 35 anos, mas pouco se conhece sobre as especificidades desse grupo de empreendedores. Este artigo contribui para a compreensão do processo de criação de empresas pelos jovens empreendedores ao apresentar e analisar a criação de 89 empresas fundadas por jovens de 18 a 34 anos e compará-las com as de 99 empresas criadas por empreendedores de 35 anos ou acima. Os resultados apontam que: 1. na maior parte dos casos, os jovens criam suas empresas em equipe; 2. eles começam com um capital inicial menor que os empreendedores de 35 anos ou mais; 3. eles precisam atravessar um processo de criação que dura, em média, mais de dois anos; 4. eles desempenham funções em todas as áreas da administração - funções para as quais têm pouca ou nenhuma formação e experiência anterior à criação da empresa.

ABSTRACT Great part of new ventures are created by young entrepreneurs under 35 years old. Even though, little is known about this peculiar group of entrepreneurs. This paper intends to contribute to a better understanding about specific features of ventures creation process by young entrepreneurs. It presents and analyses 89 new ventures started by entrepreneurs between 18 and 34 years old compared to 99 enterprises created by entrepreneurs over 35 years old. The research shows that: 1. in most cases, the young entrepreneurs start the new venture working as a team member; 2. they count on lower amount of financial resources than those over 35 years old; 3. in average, the creation process by young entrepreneurs last longer than two years; 4. the young entrepreneurs fulfill management tasks whichever the field related - in spite of the little prior experience in management.

The Universities, in Brazil and all over the world are currently going through a "second revolution" in which the socio-economical development is incorporated as part of their mission and science and knowledge play a key role for the development of the society. In this context, this article is directed towards the importance of entrepreneurship and the formation of technological entrepreneurs in the area of chemistry, with special attention to the teaching of entrepreneurship in the chemistry courses and its effect on students, universities and the job possibilities. This article also presents a short discussion on a basic entrepreneurship course for chemists and some suggestions of reading on entrepreneurship to those interested in get started in this area. What is presented here about entrepreneurship in chemistry can be applied to any other area of science and technology.

Technology companies created from University research are known as "Academic Spin-Off" (ASO). These innovative companies play an important role for the technological, economical and social development of a country. This work discusses some aspects of ASO companies and their importance to Universities. It is also presented a fictitious history of Prof. João, a chemical researcher who will create an ASO company from his academic research work illustrating the basic steps involved in this process.

A partir de um estudo empírico sobre o sistema gerencial de 116 gerentesproprietários de pequenos negócios, eles foram divididos em dois grupos. Um total de 74 foi classificado como empreendedores, e os 42 restantes, como operadores. Os sistemas gerenciais de todos os gerentes-proprietários foram analisados do ponto de vista dos elementos planejamento, organização, comando e controle (POCC) de Fayol. Cada um dos dois grupos tem seu próprio sistema de atividades. Para os empreendedores, as atividades no sistema foram visão, projeto, animação, monitoração e aprendizagem; enquanto, para os operadores, as atividades foram seleção, desempenho, atribuição, alocação, monitoração e ajuste.

Based on an empirical study of the managerial systems of 116 small business owner-managers, the subjects were divided into two groups. A total of 74 were classified as entrepreneurs, and the remaining 42 as operators. The managerial systems of all the sample ownermanagers were analyzed from the point of view of Fayol's POCC elements (planning, organizing, commanding and controlling). Each of the two groups had an activity system of its own. For the entrepreneurs, the activities in the system were visioning, designing, animating, monitoring and learning, while for the operators they were selecting, performing, assigning, allocating, monitoring and adjusting.