Abstract
Based on an exploratory research, this study highlights the role of pure rural entrepreneurship towards rural development of an inland and mountainous area of Portugal-Montemuro. Thanks to the Institute of Cultural Affairs and the energy of the rural communities, some people of the rural area have been stimulated thirty years ago to develop endogenous, entrepreneurial and innovative initiatives in the countryside. The benefits of all these rural entrepreneurial and endogenous initiatives are visible nowadays. Some villages of the rural area have more people, socio-economic dynamics were revitalized, and some job opportunities were created. Therefore, in a context of depopulation and crisis of peripheral and interior areas, our study demonstrates that rural entrepreneurship and innovation based on endogenous resources are key for the welfare of the rural society.

Abstract
We initiated this series with a view to catalyse and extend the focus on conceptualisation and application of behavioural science methods for managing innovation, albeit from a whole human perspective. We started with the notion that how to increase individual (human) creativity, collaboration productivity and innovativeness in innovation projects is a common concern for most firms. After discussions on the brain-mind-behaviour triad in the beginning, the interim editorial highlighted behavioural experiments as one plausible method to further the science of managing for innovation. In this final piece on the series, we conclude with a caveat on using experimental methods in examining the human side of innovation (Salampasis and Mention 2017) and discuss avenues for future research in innovation management, which increasingly reflects a collaborative affair (Bogers et al., 2017; Heil and Bornemann 2018). (...)

Abstract
In our previous editorial, we positioned our perspective and introduced the acronym “ROTRUS” to characterise the science of managing for innovation as – Real world, Observable, Testable, Replicable, Uncertain and Social. Specifically, we argued that methods that draw on point-in-time beliefs, perceptions and de-humanised data in a complex and evolving social setting of innovation management pose a challenge for replicability. We warned innovation researchers to avoid the pitfalls that might foster pseudoscience and generalised assumptions from information that is still in the proto-science stage. Drawing on longstanding understanding in psychology of the whole human, we discussed the need to explore methods that capture brain, mind and behaviour aspects in innovation management, spanning the analysis from individual to group and societal levels. In this editorial, we move the discussions forward by focusing on one plausible methodological approach to advance the science of managing for innovation – behavioural experiments. In the following sections, we explain our methodological stance or in other words our world view followed by a brief review of behavioural experiments and their relevance to innovation research. We conclude with a foreword on our final editorial in the series titled the science of managing for innovation. (...)

Abstract
Some might argue that ever so nimble and responsive innovation paradigms can rarely be managed scientifically. We propose a more inclusive perspective. Science of managing for innovation has certain characteristics which we identify through the acronym “ROTRUS”- Real-world, Observable, Testable, Replicable, Uncertain and Social. Real-world refers to the notion that innovation happens in practical settings, be bound by resources and capabilities. This real-world is the context in which the observable events occur. To progress the understanding of formative predictors and their impact on innovation, the innovation events need to be observable. This may be challenging if we are to believe that much of the innovation is driven by heuristics (see e.g. Lopez-Vega, Tell and Vanhaverbeke, 2016; Nisch and Veer, 2018). Observable evidence in our perspective does not mean it needs to be capable of being observed but includes events or phenomenon that were observed. In this sense, managerial heuristics once actioned become observed evidence, such that observable evidence is any evidence that can be or has been experienced by one or many, regardless of whether this can be observed by a third party. (...)

Abstract
This article performs an exploratory study of the potential of flow theory and FLIGBY game to contribute to develop entrepreneurship competencies among higher education students. For this purpose, this study considers the use of a focus group consisting of eight students enrolled in the entrepreneurship course in a higher educational institution in Portugal, in which students for two months explored FLIGBY. The results obtained allowed us to conclude that FLIGBY was also suitable to be explored in the context of entrepreneurship classes. Students emphasized the potential of the game to be applied for training of management skills, the recognition of their leadership skills, and the exploration of new approaches to the management challenges. Finally, it should be noted that the benefits offered by FLIGBY were experienced differently by students with professional experience in IT and management fields. Those students emphasized the application of the game to the real world and the potential offered for FLIGBY for allowing students to explore new skills and actions. Copyright © 2019, IGI Global.

Abstract
This study investigates the main motivations, difficulties and good practices in the migration process of software development models from Waterfall to Agile experienced by IT Portuguese companies. For that, we adopted a quantitative methodology based on multiple case studies that allowed us to explore five research questions. In a first step, we propose to identify the main reasons that motivate the companies to adopt Agile development processes and we intend to characterize this migration process. We also explore a set of good practices that can be followed in this migration process and we suggest a set of measures that can be used to assess the success of projects in an Agile environment. Finally, we explore the organizational and management impacts with the introduction of Agile processes. Copyright © 2019, IGI Global.