<italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Background and research problem:</b></i> The way in which work is done in digital contexts deviates from classical corporate, hierarchical, departmental organizations. Since digital microfirms are becoming more common, understanding the way members organize their activities through communication in this specific type of enterprise represents an appealing field to develop. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Literature review:</b></i> We discuss how the framework of Cultural-Historical Activity Theory (CHAT) allows us to analyze activity systems and trace disruptions in postbureaucratic digital work. We also review research using CHAT along with genre studies to understand, specifically, business communication and entrepreneurial rhetoric in a spaceless microfirm that provides digital services. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Research questions:</b></i> 1. In what activities does this microfirm engage? That is, what different objects and outcomes has it been developed to achieve? 2. How do the contradictions between these activities shape the microfirm’s organization and its orientation to clients? <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Methods:</b></i> Guided by the components of activity systems, we coded interviews, questionnaires, instant messages, and databases. Discourse analysis allowed us to identify contradictions. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Results:</b></i> Both from the perspective of some team members and through artifact analysis, flexibility and closeness to the client are the firm’s value propositions. Consequently, they organize their daily activities around addressing the urgent, proximate needs of each client. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Conclusion:</b></i> Although the microfirm’s focus on flexibility and closeness sets it apart tactically from larger competitors, it also hinders strategic planning, requiring greater effort for group communication and decision-making. This insight helps us to understand why microfirms in general seem more tactically than strategically oriented.

<bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Background:</b> Following previous professional communication research into entrepreneurship, we examine key genres of a specific business accelerator, Start-Up Chile (SUP). Through a triangulated study of interviews, texts, and videos, we examine how the Playbook serves as a regulatory metagenre that represents the SUP experience to the participating firms. We find that aspects of the Playbook's representation are at odds with the other data, divergences that we argue emerge from a broader tension among SUP's stakeholders and goals. <bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Literature review:</b> We review the professional communication literature on entrepreneurship, literature on startups and accelerators, and on writing, activity, and genre research (WAGR). Specifically, we examine WAGR research on metagenres and professional identity formation. <bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Research question:</b> How does this successful international accelerator regularize the learning experience of its exceedingly diverse startups? Specifically, how does SUP regulate the startups' different experiences, reframing the experience of entrepreneurship and teaching these startups to form their professional identity as entrepreneurs? <bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Research methodology:</b> We structured this research as a qualitative case study of SUP. Data included documents, videos, interviews, and social media. We triangulated these data sources to identify points of convergence (in which different data sources supported the same assertions) and divergence (in which data sources contradicted each other). <bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Results:</b> SUP provides the Playbook and Newsletter as metagenres that regulate complex interactions among other genres and events, guiding firms into having roughly equivalent experiences as well as maintaining relationships among volunteers such as mentors. But the Playbook also reframes the experience of entrepreneurship so that it can fit into SUP's program: it reframes the cyclical entrepreneurship process as linear, and it reframes promises of future action as tracking of past actions. In undergoing these experiences, the startups form their professional identity as entrepreneurs. <bold xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Conclusion:</b> We conclude by discussing implications for accelerators as well as for how professional communication genres and metagenres regulate neophytes’ experiences in training programs more broadly.

Background: After a six-month training program in the Chilean public accelerator Start-Up Chile, entrepreneurs are asked to update a short pitch they wrote in the submission stage to appear in the program's online portfolio. Literature review: We reviewed relevant literature related to the pitch as well as research aiming to track changes within pitches. Research questions: 1. Which are the editing strategies used to change their pitch? 2. Do these strategies conform to specific discursive patterns? Research methodology: To answer the research questions, we designed an exploratory qualitative study to describe in depth the editing strategies used by two generations of startups, corresponding to 148 pairs of written pitches. In order to contextualize the results, we conducted two interviews with the program managers and analyzed the accelerator's official Playbook and Technical and Administrative Requirements. Results: We identified 10 editing strategies. Of those editing strategies, “Deleting technical descriptions” is by far the most common procedure. The identified patterns can be classified into two groups, those simplifying, hedging, and focusing on certain elements of the first pitch, and those adding and specifying information of the first version. Conclusions: We conclude by discussing the strengths of this methodological approach for understanding such edits and for supporting successful edits in accelerator programs, as well as the potential for better understanding entrepreneur coachability.