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|
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- 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.
- Jay B. Barney, 1986. "Strategic Factor Markets: Expectations, Luck, and Business Strategy," Management Science, INFORMS, vol. 32(10), pages 1231-1241, October.
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