Serendipity: why some organizations are luckier than others
Serendipity refers to the accidental discovery of something valuable. It is sometimes presented as an element of organizational learning but has been the object of scarce research. In this paper, I discuss the notion of serendipity in the organizational context, and elaborate a model of organizational serendipity. Four building blocks are considered: the conditions that facilitate serendipitous discovery, the search for a solution for a given problem, a process of bisociation leading to the combination of previously unrelated skills or information, and the discovery of an unexpected solution to a different problem. I also discuss what organizations can do to improve the chances of serendipity.
|Date of creation:||2005|
|Date of revision:|
|Contact details of provider:|| Postal: |
Phone: (351) 21 3801638
Fax: (351) 21 3870933
Web page: http://www.fe.unl.pt
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Jay B. Barney, 1986. "Strategic Factor Markets: Expectations, Luck, and Business Strategy," Management Science, INFORMS, vol. 32(10), pages 1231-1241, October.
- Cooper, Robert, 1998. "Benchmarking new product performance:: Results of the best practices study," European Management Journal, Elsevier, vol. 16(1), pages 1-17, February.
- Meyer, Klaus & Skak, Ane, 2002. "Networks, Serendipity and SME Entry into Eastern Europe," European Management Journal, Elsevier, vol. 20(2), pages 179-188, April.
When requesting a correction, please mention this item's handle: RePEc:unl:unlfep:wp472. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sean Story)
If references are entirely missing, you can add them using this form.