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Serendipity as a strategic advantage?

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Who, over the age of 20, hasn't experienced a serendipitous event: unexpected information that yields some unintended but potential value later on? Sitting next to a stranger on a plane who becomes a business partner? Stumbling onto an article in a journal or newspaper that helps tackle a nagging problem? Creating a new drug by accident? Serendipity, defined as the ability to recognize and leverage or create value from unexpected information, appears in all parts of life, and especially in professional fields, including science and technology, politics and economics, education administration, library and information science, career choice and development, and entrepreneurship and management. Interestingly, although scientists have moved from reluctant to open acknowledgement that serendipity is behind many an invention or discovery, few business scholars or managers have systematically studied or applied serendipity in any direct fashion. The topic, though, may be gaining more visibility and attention: a new book on luck, for example, looks at how individuals and organizations have turned good or bad luck into something of value ("return on luck").

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... Given the seeming mismatch between the (theoretical and empirical) importance of the phenomenon and the lack of research on the topic, we embarked on an exploration of the role of serendipity in entrepreneurship, strategy, and innovation. Although our chapter is focused on serendipity as a general phenomenon, we also recognise prior distinctions from the literature that differentiate at least three types of serendipity based on the nature of the search process as well as the relation between the emergent solution and that search process (Busch 2020a;Yaqub 2018; also see Napier and Vuong 2013). They can broadly be clustered into three types: ...
... Being alert to a potentially meaningful trigger-and making sense out of it-is at the core of experiencing serendipity (Busch and Barkema 2020;Cunha et al. 2010;Erdelez 1999;Kirzner 1979;Merton and Barber 2004). Research in psychology and management has shown that alertness and the desire to know or learn ("curiosity") are paramount to noticing unexpected moments and events (Diaz de Chumaceiro 2004;Napier and Vuong 2013). Specifically, noticing and bracketing peripheral information without being cognitively constrained by goal-directed search processes helps social actors identify possibilities that might have previously been overlooked (Merton and Barber 2004;Cunha et al. 2010). ...
... Acknowledging that the understanding and bridging of observations tends to require the skills and resources of several people, the father of the scientific method, Francis Bacon, considered the ideal research organisation to include merchants of light (keeping up with the work of other organisations); pioneers (trying new experiments); inoculators (executing experiments with highest proficiency); interpreters (raising former discoveries into axioms); and mystery men (collecting earlier experiments into the state of the art) (Yaqub 2018). And in fact, research has shown that diversity often breeds serendipity, as the ability to form and then act upon bisociations depends on combining previously unrelated ideas or information (Hargadon and Bechky 2006;Napier and Vuong 2013). Often, the significance of events is only understood when people from other areas help explore the broader relevance of an unexpected moment. ...
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Serendipity is at the core of many innovations, inventions, and entrepreneurial opportunities. However, despite its importance for organisations and individuals alike, research on the dimensions and antecedents of serendipity is surprisingly scarce. In this chapter, Christian Busch and Matthew Grimes review and synthesize research on serendipity in the entrepreneurship, strategy, and innovation context, and suggest a novel conceptualisation of the process of (cultivating) serendipity. They thereby provide the reader with a thorough and wide-ranging view of how serendipity has come into the fore in the field of organization and management, but also what possibilities it opens up for understanding and creating the conditions for entrepreneurial success. They advance a process-oriented model of serendipity that serves as a basis to elaborate factors that increase the chances for serendipitous encounters and how to capitalize on them. Amongst those, Busch and Grimes distinguish between individual (including reframing, extrovertedness and perseverance) and organizational factors (including systematic evaluations, iteration and team-based collaboration). Their paper, thereby, advances the conceptual understanding of serendipity as much as a theory of how to transfer this understanding successfully into the entrepreneurial context.
... Prior literature, also in other fields, has highlighted the important role of qualities that relate to the articulation and integration of serendipitous observations within an organizational structure, such as self-efficacy (e.g., Busch, 2020; also see Bandura, 1977), perseverance (e.g., Austin, 2003;Burgelman, 2003), social skill (e.g., Busch and Barkema, 2022a; also see Fligstein, 2001), and cognitive flexibility (the ability to adapt our behaviour and thinking in response to the environment; e.g., Laurerio-Martinez and Brusoni, 2018;Ritter et al., 2012). These qualities can be important as the realization of unexpectedly emerging ideas and solutions often requires time and continuous experimentation (Austin, 2003;Burgelman, 2003;Napier and Vuong, 2013), as well as an openness to alternative ideas and assumptions (Cunha and Berti, 2023;Locke et al., 2008). Thus, given that these dynamics might lead to an amplification of alertness to new connections, I contend that enabling qualities such as cognitive flexibility can positively influence the relationship between individual-level catalysts and serendipity. ...
... This approach allows the company to leverage the value in the value in the unexpected by being close to end users and allowing for fast iteration and resourcing. Organizations have used a variety of approaches to filter and invest into unexpectedly emerging ideas, for example, flash evaluations (based on intuition) or systematic evaluations (comprehensive analytical assessments that include factors such as timing and risk tolerance) (Napier and Vuong, 2013). ...
... The success of penicillin, for example, required the work of Howard Florey and Ernst Chain, even if Alexander Fleming received most of the accolades (Copeland, 2018;Cunha et al., 2010;Meyers, 2007). Given that serendipity relies on the association of previously unrelated pieces of information and ideas (Hargadon and Bechky, 2006;Napier and Vuong, 2013), it is more likely to emerge in group settings that facilitate meaningful interactions and thus allow social actors to understand the broader relevance of an unexpected observation (Busch, 2020;Busch and Barkema, 2022a). This highlights the importance of the respective social embedding, i.e., the nature, depth, and extent of an individual's social ties (Busch and Barkema, 2022b;C. ...
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Serendipity—the notion of making surprising and valuable discoveries—plays a major role in the success of individuals and organizations alike. Previous research has established the importance of serendipity and identified important individual‐ and organizational‐level antecedents. However, the literature has been dispersed and the boundaries of the concept have been blurry, leading to a lack of conceptual clarity and structure, and thus limiting validity and managerial actionability. Based on a systematic literature review, I synthesize existing management‐related research on serendipity and explicate the emergence and composition of serendipity in the organizational context. I first identify three necessary conditions that differentiate serendipity from related concepts such as luck or targeted innovation: agency, surprise, and value. Then, I draw from the literature on sensemaking, event‐based theorizing, and quantum‐based approaches to management to conceptualize the process of cultivating serendipity in the organizational context as a process of enabling potentiality and materialization, and develop a multi‐level theory of (cultivating) serendipity. This conceptualization contributes to our collective understanding of how, why, and when (i.e., under what conditions) organizations can leverage the value in the unexpected, which opens up fruitful avenues for further research.
... The unexpected advantages and merits generated by/from serendipity are so stark that scientists usually refer to it as chance, fate, luck, destiny, karma, coincidence, providence, etc. (Napier & Vuong, 2013;Sethna, 2017). Some researchers suggest that both luck and skills are required for serendipitous discoveries (André et al., 2009;Copeland, 2019). ...
... However, when viewing serendipity as a conditional process, the likelihood of serendipitous occurrences can be improved by meeting the following conditions (Napier & Vuong, 2013;Vuong, 2022b): 1) the availability of information, 2) appropriate directions, 3) disciplined process, 4) sufficient openness and observing abilities, and 5) sufficient experience, knowledge, wisdom, and abilities. Although all these conditions are required for the serendipity to be encountered and attained, each condition's degree will vary per scenario, and the sequel for meeting these conditions will also be different. ...
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Humankind is currently confronted with a critical challenge that determines its very existence, not only on an individual, racial, or national level but as a whole species: the fight against climate change and environmental degradation. To win this battle, humanity needs innovations and non-linear thinking. Nature has long been a substantial information source for unthinkable discoveries that save human lives. The paper suggests that by understanding the nature, emergence, and mechanism of serendipity, the survival skill of humans, humanity can capitalize on it to learn from nature and generate nature-based innovations that can address the climate and environmental degradation crises. In the era of Artificial Intelligence (AI) proliferation, AI will be a vital tool providing navigational and useful information to leverage the power of serendipity in climate and sustainability science. However, an eco-surplus culture that incorporates core values pertaining to nature and sees environmental sustainability as the conscience of the times needs to be built to direct and control the immense power of AI-leveraged serendipity. Insights applied in this paper are drawn from the book titled “_A New Theory of Serendipity: Nature, Emergence and Mechanism_”.
... Creativity is, in fact, a key factor for entrepreneurs in defining strategies when faced with limitations that would hinder longer-term businesses (Ireland et al., 2003;Napier and Vuong, 2013;Campbell and Carayannis, 2016;Vuong et al., 2016b). However, the complex nature of the social system of entrepreneurship makes creativity difficult to grasp and make use of Woodman et al. (1993). ...
... What oftentimes happens in emerging economies -especially those in stages of transition -is that entrepreneurs face the same issue, or even more acutely: they often lack innovation, leading to weak entrepreneurship foundation, inefficiencies, and a waste of already scarce innovation 'resources' (Dabić et al., 2012;Vuong and Napier, 2014a). Vuong et al. (2013) provide evidence supporting the argument that for a developing economy such as Vietnam, creativity and socio-cultural factors are associated in determining business efficiency, and creativity has a larger impact on firms in their entrepreneurial stage. At the same time, it is theoretically possible to say that novelty and relevance may influence entrepreneurial performance on different levels (Vuong and Napier, 2014b). ...
... 43,44 Finally, due to the need of alleviating hurdles and constraints in the context of Covid-19 lockdown and telework, employees' alertness to useful information may also trigger the "serendipity mechanism", widely seen in scientific discoveries and technical innovations. 45 Thus, the changes brought by telework will help employees realize the importance of changing the current way of working, thus trying to enhance their job performance through job crafting according to their actual situation. In short, we propose the hypothesis: ...
... In this case, individuals' alertness to useful information may also trigger the "serendipity mechanism", which is common in scientific discoveries and technological innovations. 45 This conclusion shows that teleworkers will make full use of the autonomy granted by the organization to try to redesign the work content and task boundaries, and improve their work performance by continuously obtaining and adjusting resources to match the work requirements. Second, individuals with performance-prove goal orientation are more willing to try job crafting in telework, because they desire to prove their abilities and maintain higher performance. ...
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Purpose Literature shows that it is a paradox whether employees can achieve performance in telework, especially during COVID-19. Our aim is to clarify the relationship between telework and employees’ job performance through a moderated mediation model. Methods This study employed two-wave surveys with the aim of reducing the potential risk of common method bias. The 1309 participants of the survey were mainly employees who used telework during COVID-19, and they were mostly in positions such as product design and scheme planning. SEM was used to test the hypotheses. Results Results from two-wave surveys of 1309 Chinese employees indicated that telework positively influenced job performance via job crafting. That is, job crafting played a mediating role between telework and job performance. And performance-prove goal orientation positively moderated the relationship between telework and job crafting but performance-avoid goal orientation negatively moderated the relationship between them. Conclusion This study shows that telework can improve job performance through job crafting in COVID-19, in response to the paradox implied in the literature. In addition, we use COR theory to explain the role of performance goal orientation and job crafting in telework. We add these variables to the theoretical framework of COR theory, thereby enriching the theoretical research from the COR theory perspective.
... The SM3D knowledge management theory provides an information-processing-based approach to studying psychosocial processes. It is a newly developed research framework based on a series of conceptions and theories on the mind, including serendipity (Napier & Vuong, 2013), the mindsponge mechanism (Vuong & Napier, 2015), and the triple-discipline (3D) principle of creativity (Vuong & Napier, 2014). Creativity is suggested not to be an exclusively human function but rather the function of any natural or artificial system implementing the creative process (Pisapia & Rastelli, 2022). ...
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Creativity is a crucial aspect of entrepreneurship. However, research on the information-processing mechanism of creativity in relation to entrepreneurship is still very limited. To explore factors contributing to creativity performance among entrepreneurs in terms of information processing, we applied the Bayesian Mindsponge Framework. We used the Serendipity-Mindsponge-3D (SM3D) knowledge management theory to construct models and conducted Bayesian analysis on the most comprehensive and well-designed dataset of 3071 Vietnamese entrepreneurs up to date. We found that entrepreneurs who give more time to their startup attempts are likely to have lower levels of creativity. Both factors of higher levels of knowledge within one’s discipline and better connections to out-of-discipline knowledge are positively associated with more creativity. While the effect of openmindedness on the relationship between within-discipline knowledge and creativity is unclear, openmindedness was found to have a positive moderating effect on the association between out-of-discipline knowledge and creativity. These findings support entrepreneurs in understanding the information processing mechanisms behind creativity for creating more effective knowledge management strategies.
... Our mentor Dr. Vuong has been observing their progress for many years. The decisions of publishing our studies in these journals were not random, but rather a strategic application of serendipity [1]. ...
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Clarivate has just released the 2022 update of the Journal Citation Reports (JCR) based on Web of Science data in 2021. For us at the AISDL, we have been waiting for the update on the impact factor (IF) of two particular journals: Humanities & Social Sciences Communications (HSSC) – known as Palgrave Communications (Palcomms) before June 2020 – and Heliyon. These two journals have strategic positions for our team. Our mentor Dr. Vuong has been observing their progress for many years. The decisions of publishing our studies in these journals were not random, but rather a strategic application of serendipity
... H. Vuong & Napier, 2015). Here, valuable serendipity moments may happen easier (Cunha et al., 2010;Napier & Vuong, 2013), and the culture of science also support the 3D process of creativity (Q. H. Vuong & Napier, 2014). ...
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A brief story of Ernest Solvay and the importance of building and maintaining environments for innovation.
... The existence of their brand in society has been greatly reinforced, and the chain has been expanded widely all over the globe. Naturally, all businesses today highly value serendipity for the competitive advantage it brings [2]. It is clear that the right investment for research and development is worth its costs [3]. ...
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I discuss the serendipity case of Howard Schultz in terms of information processing for innovation.
... Serendipity is an important factor in innovation [1,2]. ...
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I briefly discuss the conditions for serendipity.
... In wars, humans have been trying to develop the best tactics and devices. It is the information processes of innovation, which incorporates serendipity (Napier & Vuong, 2013), the Mindsponge mechanism of information processing (Nguyen et al., 2021;Vuong & Napier, 2015), and the 3D framework of creativity (Vuong & Napier, 2014) into an integral operation (Q.-H. Vuong et al., 2022). ...
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I briefly discuss serendipity in wars and conflicts.
... Apparently, the environment plays a vital role in supporting one to encounter the "missing piece" as well as capitalize on it . However, the environment is not the only factor that helps cultivate serendipity, but personal traits, skills, and mindset also do so (Delcourt, 2003;Dew, 2009;Diaz de Chumaceiro, 2004;Gaglio & Katz, 2001;Napier & Vuong, 2013;Vuong, 2016Vuong, , 2018Vuong et al., 2022;Vuong & Napier, 2015;Vuong & Napier, 2014). ...
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I think yes. Even though the serendipity moment is unexpected, many scientists advocate that serendipity can be cultivated in some specific environments. Cultural, digital, and physical environments are vital in increasing the chance of encountering the necessary pieces of information that can lead to serendipity moments.
... On another important point about the Covid-19 pandemic, the miraculously rapid vaccine development was not due to pure luck nor being carelessly rushed, but it was systematically based on our collective knowledge, including the use of prior sequencing of the human genome and SARS-CoV-2 genome (Kames et al., 2020), as well as decades of vaccine research. The Covid-19 vaccine development, production, and distribution process can be considered an information process that includes the application of serendipity together with the Mindsponge information filtering framework and the 3D principles of creativity (Napier & Vuong, 2013;Q.-H. Vuong et al., 2022;Q. ...
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I briefly discuss about serendipity in the cases of penicillin discovery and Covid-19 vaccine research.
... Serendipity has a vital role in major innovations [1,2]. It is an information process that can be examined through the Mindsponge mechanism [3,4] and the 3D framework of creativity [5]. ...
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A brief discussion about serendipity using the examples of Picasso's famous works.
... Nghiên cứu "3D process" giới thiệu một trong số ba lý thuyết thường xuyên tương tác qua lại, tạo thành một hệ thống, gọi là "serendipity-mindsponge-3D" (SM3D) [1,[14][15][16]. Hệ thống SM3D khi kết hợp với nhau, và sử dụng tiếp cận thống kê lưới Bayesian giúp giải thích nhiều hiện tượng tâm lý-xã hội một cách hiệu quả, chẳng hạn "cộng tính văn hóa" [17] hay "tiếp biến văn hóa" [18]. ...
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Các lý thuyết tâm lý xã hội thường cần rất nhiều thời gian, hàng nhiều thập niên, để học giới có thể tìm kiếm bằng chứng hoặc kiểm tra tính vững chắc của hệ thống logic lập luận. Xét một cách tương đối, 3D nói riêng và hệ thống “serendipity-mindsponge-3D” (SM3D) nói chung được coi là còn rất mới. Tuy vậy, những ứng dụng và bằng chứng ban đầu phần nào cho thấy hiệu quả khá rõ nét và có tính chất khích lệ.
... Để đi tìm giải pháp cho vấn đề môi trường, tác giả sử dụng (vận dụng) hệ xử lý thông tin (hệ sáng tạo) 3D [8,9] và nguyên lý bán dẫn (giá trị) [10]. Đây là cụm công trình được phát triển bởi Giáo sư Vương Quân Hoàng và các cộng sự trong những năm gần đây. ...
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Ô nhiễm môi trường và biến đổi khí hậu gây ra tổn thất kinh tế to lớn. Theo tính toán, thiệt hại kinh tế liên quan đến năng suất mất đi có thể là 1.6 nghìn tỷ đô la hàng năm nếu mức tăng nhiệt vượt quá 2 độ C.
... Với kỷ luật lao động ấy, những người thợ tận tâm ắt sẽ bắt gặp thứ quý hiếm ở nơi hoàn toàn không tính đến, và với giá trị khó mà biết trước, vào lúc chắng thể đoán định. Điều này cũng thường xảy ra trong các phát hiện nghiên cứu khoa học, với tên gọi serendipity [5]. ...
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Chữ nghiên cứu đọc lên hẳn nhiên đã có cảm nhận là âm Hán-Việt. Ngoài ra, do nhận thấy đa phần các ý niệm học thuật cũng như ngôn từ của học giới từ xa xưa đã hay sử dụng những từ có nguồn gốc chữ Hán, nên tôi tò mò tìm hiểu về chữ “nghiên cứu”, để xem nó có hình dạng cấu tạo và chứa đựng ý nghĩa gì. | URL: https://kinhtevadubao.vn/suy-ngam-ve-chu-nghien-cuu-20733.html
... Preprints thôi thúc nhà khoa học thực hành viết ra những suy nghĩ vừa xuất hiện và lưu giữ chúng, nó giống như quá trình lưu giữ nhật ký khoa học. Điều kiện không thể thiếu để thực hành nguyên lý 3D-mindsponge-serendipity [1][2][3][4]. Có thể nói Preprints giúp nhà khoa học hình thành bức tranh (con đường) lớn hơn thay vì chỉ tập trung vào 1 bài báo. Đây có lẽ là giá trị lớn nhất của Preprints mang lại. ...
... Với kỷ luật lao động ấy, những người thợ tận tâm ắt sẽ bắt gặp thứ quý hiếm ở nơi hoàn toàn không tính đến, và với giá trị khó mà biết trước, vào lúc chắng thể đoán định. Điều này cũng thường xảy ra trong các phát hiện nghiên cứu khoa học, với tên gọi serendipity [5] . ...
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Ngẫm thấy sự thú vị sâu xa của chữ nghiên cứu (研究), nên tôi mạnh dạn ghi lại, mong sao được các cao nhân chỉ giáo thêm để được đại khai nhãn giới.
... Certaintly, it is extremely difficult, but a normal person may reach environmental culture thoughts. To be specific, one can gradually upgrade their self-value system to the highest level of the human motivation ladder if one has a pure virtue with an unconditional giving heart, are smart enough to ask the right questions [8] to do, and strictly practice (apply) the 3DMS system [9][10][11] for a long time enough. ...
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Here, I propose an advanced Maslow tower that adds (updates) environmental culture thoughts (tư tưởng hướng thượng) as the highest level of the human’s motivation ladder (Figure 1)...
... Here I briefly note down some points of extended discussions on serendipity, based on the original conceptual paper (Napier & Vuong, 2013) as well as our team's recent arguments surrounding serendipity and thinking (Le, 2021;Nguyen, 2021). ...
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I briefly note down some points of extended discussions on serendipity.
... In my opinion, serendipity -discussed in contexts of innovation (Napier & Vuong, 2013) -can be the key to exploring the mechanism of (actual) non-linear thinking. The structure of serendipity shows a "jump" in terms of information processing, where consistent observations (tracing/ awareness) cannot be made continuously from the initial problem to the final solution due to a gap in-between. ...
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The structure of serendipity suggest simultaneous multidimensional processing. I argue that non-linear thinking is a natural mechanism of information processing in the brain, regardless of the degree of nonlinearity deemed by the observer.
... Is that "serendipity as a strategic advantage"? [12] ...
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2021 has not yet ended, but until now, I can say this year is one of the most progressive years in my life. What made me progress so fast is that I discovered the potentials of the Mindsponge mechanism and turned it into an applicable research framework: Bayesian Mindsponge Framework (or Bayesian Mindsponge analytical framework).
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This paper comprehensively examines Antoine Henri Becquerel’s discovery of radioactivity in 1896, a groundbreaking scientific advancement often viewed through serendipity. This case study explores the typologies of serendipity and investigates the conditions that foster its occurrence. A detailed study of Becquerel’s investigations reveals that his discovery aligns with a Walpolian type of serendipity, characterized by true serendipity heavily influenced by unforeseen experimental results. This paper emphasizes the role of bisociation, a cognitive process associating previously disconnected concepts, in Becquerel’s discovery, challenging the view that his discovery was merely a chance event. Instead, it argues that Becquerel’s discovery represents an intricate interplay of logic and chance, exemplifying the Walpolian type of serendipity. Moreover, by examining Becquerel’s experimental design, results, and innovative approach, this paper illustrates that his discovery adheres to the fundamental aspects of the scientific method, albeit executed in a non-linear and iterative manner. The process and context of Becquerel’s discovery provide valuable insights into scientific knowledge inception, progression, and definition, underscoring the intertwined roles of serendipity and scientific inquiry in advancing science.
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Since the digital environment is a part of human society and the global economy is transitioning from a knowledge-based to a creative economy, digital creativity has been a crucial factor for economic growth and personal success. The current study explores factors contributing to digital creativity cultivation among Vietnamese high-school students through the lens of the Serendipity-Mindsponge-3D (SM3D) knowledge management framework. Employing Bayesian Mindsponge Framework (BMF) analytics on UNESCO's dataset of 1061 observations, we found that digital capability and digital openness have positive impacts on the improvement of digital creativity among high-school students. Students’ autonomous learning is also associated with digital creativity, but the effect is moderated by parents’ and teachers’ encouragement. Specifically, for students frequently receiving parents’ and teachers’ encouragement to learn and explore on the Internet, their self-learning is associated with higher digital creativity. For those with no or limited parents’ and teachers’ encouragement, self-learning is associated with lower digital creativity. Based on these findings, we suggest that digital creativity can be cultivated by enhancing their capability of using digital devices, openness to new information sources on the Internet platform, and autonomous learning with encouragement from family and school.
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The bayesvl R package implements Bayesian analysis using the Stan’s no-U-turn sampler (NUTS). Two distinguished functions that the bayesvl package complements to other developed packages and software performing Bayesian analysis are the “relationship tree” construction protocol and the ability to visualize estimated posteriors graphically. The “relationship tree” construction protocol is inspired by the Bayesian network approach that illustrates the model through directed acyclic graphs (DAGs), while the graphical visualization capability of the bayesvl package is built upon the graphical generation power of the ggplot2 package. After constructing a “relationship tree”, the posterior can be automatically simulated and graphically visualized with some simple codes. With two distinctive characteristics, the bayesvl package’s main aims are to improve user experience (chance of creativity and serendipity; productivity, flexibility and intuitiveness; and scientific communication power) and pedagogical effectiveness in statistics and other sciences (cognitive instruction strategy; analytical reasoning and argument understanding skills; and idea exchange between social sciences and mathematical education).
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Consumers increasingly rely on social media to obtain product information. The vlog, a new kind of social medium, has been adopted by sellers to connect with consumers. Through this platform, sellers can cooperate with vloggers to recommend products or services to consumers. Extending beyond the previous perspective that consumers’ perceptions and behaviors are influenced by vloggers’ attributes, we herein investigate the influence of recommendation content. Drawing on the means-end chain framework, this paper investigates how the attributes of recommendation content affect consumers’ intention to adopt (i.e., follow) the recommendation. Data collected from 513 respondents provides support for the proposed influences. The results indicate that source credibility, content diagnosticity, and content serendipity drive consumers’ recommendation adoption intention. This research contributes to the literature on rec-vlog marketing by clarifying the significant role of recommendation content. Implications are discussed regarding these findings.
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Since the outbreak of the Coronavirus disease 2019 (Covid-19), tremendous efforts have been made by scientists, health professionals, business people, politicians, and laypeople around the world. Covid-19 vaccines are one of the most crucial innovations that help fight against the virus. This paper attempts to revisit the Covid-19 vaccines production process by employing the serendipity-mindsponge-3D creativity management theory. Vaccine production can be considered an information process and classified into three main stages. The first stage involved the processes of absorbing information (e.g., digital data and open science) and rejecting unhelpful information (e.g., misinformation and fake news) for effectively acquiring useful insights. Useful insights were later employed by experts, enterprises, governments, and international organizations through interdisciplinary coordinated efforts for developing vaccines within a short period. Finally, the appearance of multiple types of vaccines enabled more strategic options for vaccine distribution and administration. Findings from this vaccine creativity management process could be used as critical lessons for further improvements of vaccination programs.
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While we cannot ensure the occurrence of serendipity due to its nature of unexpectedness, we can try to prepare the optimal conditions to improve the possibility. This chapter first describes two types of unexpected information: within or from beyond one’s perceivable range. Next, we describe four stages of the serendipity attainment process: navigation, noticing, evaluation, and implementation. On this basis, we discuss six scenarios in the order of serendipity encounter and attainment probability, which are determined by information availability in the environment and the mindset in terms of information processing. The serendipity attainment process has a higher success rate when acquiring precise navigation and employing the 3D principles of creativity (best expertise within discipline, the best expertise out of discipline, and discipline process).
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This document represents some preliminary and unpublished content of a chapter in the edited book titled A New Theory of Serendipity: Nature, Emergence and Mechanism, which will soon be published and distributed by De Gruyter Poland (Sciendo Imprint; part of Walter de Gruyter GmbH, Berlin, Germany).A proper referencing should be like:Quan-Hoang Vuong, Tam-Tri Le, Quy Khuc, Minh-Hoang Nguyen. (2022). A new theory of serendipity. In: QH Vuong. (Ed.) A New Theory of Serendipity: Nature, Emergence and Mechanism (pp. 91-108). Berlin, Germany: De Gruyter.
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In order to set a ground for the new hypotheses, theory, and conceptualframework of serendipity, the current chapter aims to review theresearch landscapes, definitions, types, influential factors, andprocesses of serendipity.
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After employing the mindsponge mechanism and 3D information process of creativity to explain the serendipity process in previous chapters, we realize that it may be helpful to delve into the relations between serendipity and the formulation of new values and information connections through non-linear processes. Thus, this chapter summarizes some preliminary attempts to use non-linear information processes to explain serendipity. We also briefly mention the benefits of information exchange among members of social groups and explain this approach.
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Based on the properties and mechanism of serendipity presented in former chapters, this chapter discusses how to create an environment for higher serendipity encounters and attainment possibilities. We examine four types of environments with different navigational and useful information concentration combinations. Building a pro-serendipity culture will help create environments that value and supports serendipity across fields. Additionally, we also address the notion that serendipity is a skill. Thus, it can produce either good or bad impacts on a collective level, depending on the ultimate purposes behind it.
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To validate the new theory of serendipity that we have presented, the case of “floppy-eared-rabbit” with Dr. Lewis Thomas and Dr. Aaron Kellner was used as an example. We go through each important stage in the story and explain the events in terms of serendipity’s conditionality, survival motives, and information process. The characteristics of serendipity gain and loss phenomena are also interpreted in a similar manner.
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Like many emerging economies, Vietnam’s economy has undergone major shifts for a quarter of a century. On the one hand, this period is very short compared to the history of the capitalism and the market economy in Western – now mostly developed – countries. On the other hand, 25 years is long enough for many important changes to have taken place in Vietnam’s once war-stricken economy.
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I know that luck is not always with me, and opportunity is not always available, so 2022 can be a tough year. However, the candidacy approval and my other achievements in 2021 are strong motivations for me to strive for the best in 2022.
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新型コロナワクチン開発の情報処理概念フレームワークを紹介します。
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Since the outbreak of the Coronavirus disease 2019 (Covid-19), tremendous efforts have been made by scientists, health professionals, business people, politicians, and laypeople around the world. Covid-19 vaccines are one of the most crucial innovations that help fight against the virus. This paper attempts to revisit the Covid-19 vaccines production process by employing the serendipity-mindsponge-3D creativity management theory. Vaccine production can be considered an information process and classified into three main stages. The first stage involved the processes of absorbing information (e.g., digital data and open science) and rejecting unhelpful information (e.g., misinformation and fake news) for effectively acquiring useful insights. Useful insights were later employed by experts, enterprises, governments , and international organizations through interdisciplinary coordinated efforts for developing vaccines within a short period. Finally, the appearance of multiple types of vaccines enabled more strategic options for vaccine distribution and administration. Findings from this vaccine creativity management process could be used as critical lessons for further improvements of vaccination programs.
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While mindset plays a crucial role in determining our perceptions, thinking, attitudes, and behaviors in daily life (including creativity making and serendipity), I do not know for sure what forms one’s mindset. Yet, after several discussions with my mentor (Dr. Quan-Hoang Vuong) and my friend (Mr. Tam-Tri Le), I think that the survival demands of humans may heavily influence the mindset because, without these demands, humans would have gone extinct.
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Unexpectedness is a person’s subjective perceptions of a certain event but not entirely the objective existence of the event itself. The unexpected moment happens when a person subjectively expects it not to happen as it does or when a person first perceives novel information to which they have no reference in mind. Therefore, there can be two circumstances: 1) unexpectedness from within the perceivable range, and 2) unexpectedness from beyond the perceivable range.
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I briefly discuss about serendipity in discovering foods.
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A serendipitious event in everyday life is common: it means unexpected information that yields some unintended information and potential value later on. Serendipity as a word has been around for hundreds of years. As a studied concept it is rather recent. Serendipity is not just the unexpected information or experience but rather the ability to recognize and do something with it. Serendipitious discovery of information is different from purposive or known item search as it is more complicated and lasts much longer. The discovery of information by chance or accident is still looking it’s explicit place in models and frameworks of information behaviour. It is still not clear what constitutes the core of the research area of serendipity in information behaviour. The qualities of interaction among people, information, and objects differ in physical vs. digital environments. The bisociation, a creative association between different peaces of information may be computer supported. This article presents an overview of the research study of serendipity in information seeking behaviour. We explore serendipity mainly in the digital information environment. As a setting for our study we use six main drivers of serendipity research relating to digital enviroments presented in McCay-Peet and Toms (2017). The drivers are: 1. Theoretical understanding of the phenomen of serendipity, 2) physical vs digital, 3) information overload, 4) filter bubbles, 5) user experience, and 6) user strategies. A new refined temporal model of information encountering by Erdelez and Makri (2020) is also presented in this article. The model presents a framework for better understanding of the temporal dimension of the information acqusition. At a macro level the model positions information encountering within contextual factors related for user, information, task and environment related characteristics.
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I present my preliminary attempt to describe the formation of each type of serendipity using an oversimplified model of non-linear thinking.
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The serendipity-based creativity process in their conceptual development papers has been particularly appealing for me due to its power to harness unexpectedly useful information as a strategic advantage in business operations, technological innovations, and scientific discoveries. Their metaphor for the serendipity process resembles the radar technology for detecting fast-flying objects. Nonetheless, others refer to it as "lightning strikes". So I call it a serendipity strike.
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By nature, research is a trek into the unknown by routes that may include a research pilgrimage like attending academic conferences, conducting interviews and experiments, and reading related research often via the digital environment that characterizes higher education in the 21st Century. They may find all sorts of information to include pointers to new techniques or techniques that could be adapted to address a burning issue in society or science. However, how their process of discovery actually happened is rarely reported and chance not admitted to as being a factor. Yet, in reality, researchers are very happy when finding something vital to their research, which they did not know beforehand that they would find, referred to as serendipity. Little is known about how researchers can harness serendipity and stimulate their creativity in making it work for them. This work investigates the methods by which discoveries are serendipitously made in research that can stimulate researchers’ creativity toward making unexpected discoveries.
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The Mindsponge culture can be defined as a set of thinking processes, beliefs, and behaviors that is result- or target-driven. It is an entrepreneurship culture that urges me to overcome hardship with a transparent mind about my target. Adopting this culture is a tough process, but its fruitful results are worth the cost. Especially in the next decades, humanities have to acquire two crucial targets for sustainable development: curbing climate change and reducing biodiversity loss. To accomplish these targets, shifting the eco-deficit mindset to the eco-surplus mindset at the individual level and building eco-surplus culture at the organization level (e.g., business sectors) are required. Obtaining the Mindsponge culture can help us progress and actualize these objectives through creative performance.
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Serendipity plays a role in the articles we read and the ways that we chance upon new ideas, and serendipity brought me to appreciative inquiry (AI). AI, at its heart, is about studying, exploring, actively searching out the best and focusing on what is good, strong, already working and being achieved in organisations. It has been utilised and reported as being effective and transformative in many different aspects of organisational change and change management. AI is based on the 4-D cycle which consists of four phases — discovery (the best of what is or has been), dreaming (what might be), designing (what should be) and destiny (what will be). The cycle starts with the choice of an affirmative topic to study. We used AI successfully within a research study that looked at best practice within multi-agency working with children with complex needs (and their families). Whilst AI is reported, and we experienced it, as an interesting, stimulating and creative way of researching, it is not a panacea and will not provide a ‘cure all’ for all the ills of the health, social care, education and voluntary services. It does, however, provide one way forward. At its best AI's non-problem orientation means that researchers study what is already working well (is clinically effective). Acknowledging existing clinical effectiveness provides a platform for envisaging and developing even better nursing, health and social care practices.
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The concept of effectuation is as subtle as it is profound. On the one hand, it challenges long held beliefs about the nature of cause and effect in social science. On the other hand, it generates a host of new insights about social phenomena. This concept is particularly well suited to analyzing entrepreneurial behavior - behaviors undertaken in settings where the relationship between cause and effect is understood, at best, very poorly.
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In the last years there has been a great improvement in the development of computational methods for combinatorial chemistry applied to drug discovery. This approach to drug discovery is sometimes called a “rational way” to manage a well known phenomenon in chemistry: serendipity discoveries. Traditionally, serendipity discoveries are understood as accidental findings made when the discoverer is in quest for something else. This ‘traditional’ pattern of serendipity appears to be a good characterization of discoveries where “luck” plays a key role. In this sense, some initial failures in combinatorial chemistry are frequently attributed to a naïf appropriation of a “serendipity model” for discovery (a “serendipity mistake”). In this paper we try to evaluate this statement by criticizing its foundations. It will be suggested that the notion of serendipity has different aspects and that the criticism to the first attempts could be understood as a “serendipity mistake.” We will suggest that “serendipity” strategies, a kind of blind search, can be seen sometimes as a “genuine part” of scientific practice. A discussion will ensue about how this characterization can give us a better understanding of some aspects of serendipity discoveries.
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Opportunity identification represents a unique entrepreneurial behavior yet its processes and dynamics remain mysterious. Entrepreneurial alertness, a distinctive set of perceptual and information-processing skills, has been advanced as the cognitive engine driving the opportunity identification process. To date, empirical support has been equivocal; however, these early studies suffer from fundamental mistakes in theory and method. These mistakes are examined and addressed. A research agenda for the systematic and conceptually sound study of entrepreneurial alertness and opportunity identification is outlined. Copyright 2001 by Kluwer Academic Publishers
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Serendipity is routinely but mistakenly used as synonymous with chance events, luck or providence. It is thus not surprising that serendipity remains comparatively under-researched. After all, how is one to unlock the ‘black box’ of chance? Rather than being synonymous with chance, serendipity results from identifying ‘matching pairs’ of events that are put to practical or strategic use. With this etymologically accurate definition in mind, serendipity thus describes a capability, not an event. It follows that human agency, and not probability, is properly the focus of attention. Drawing on its sixteenth century etymological origins, I ‘unpack’ four serendipitous innovations in science to illustrate the nature of serendipity. In developing this argument, I propose a novel typology, and conclude by exploring implications of this typology for research and practice.
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Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
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Serendipitous events have been shown to affect the careers of prominent counseling psychologists. Why should this seem surprising? Unplanned events affect everyone's career. The surprise is due to the widespread but unfounded assumption that career decisions should be the logical outcome of a "true reasoning" process. Counseling psychologists need to (a) broaden their view so that the reluctance to make an occupational commitment in the face of unpredictable future events can be celebrated as open-mindedness, not denigrated as indecisiveness, (b) teach clients that unplanned events are a normal and expected part of the career development process, and (c) teach clients how to generate unplanned events that contribute to a more satisfying life. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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b>Purpose – The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the mix of leadership effectiveness by accident and sagacity in management and business practices. Design/methodology/approach – The paper provides a conceptual discussion of the serendipity of leadership effectiveness in management and business practices. Findings – This paper contributes a number of models and a matrix that are introduced to address the underlying criteria of the cause-effect relationship between leadership effectiveness and organizational achievements. Research limitations/implications – This paper challenges the idealistic picture that flourishes in the management literature and in management practice of the direct, positive impact of leadership on prosperous management and business practices. In fact, it reinforces and underpins the critical or sceptical views of leadership effectiveness raised in the literature. Practical implications – Normally, views of organizational achievements are based on the assumption that contextual, timely and skilful precisions in leadership effectiveness are high. Shareholders and stakeholders may benefit from a thorough examination of these issues in organizational achievements. It would not be surprising to find that leadership effectiveness in management and business practices to a minor or major extent is derived from pure luck and coincidence in contextual and timely precisions: right place, right time. This means that such leadership effectiveness may be based on serendipity rather than skilfulness in terms of organizational achievements. Originality/value – The authors contend that the term “serendipity” contributes to enhance the ongoing discussion in the literature of the link between leadership effectiveness and organizational achievements. It also provides a fundament of understanding, explanation and prediction of leadership effectiveness in management and business practices. <br /
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Advocacy refers to individuals who believe in a particular cause and are willing to support it in multiple ways. This research includes two accounts of advocacy events regarding gifted education. In both cases, the result was legislation for increased funding and services for the gifted. This research describes how people met the challenge of being supporters of gifted education. Both group processes and individual efforts were analyzed. Five ingredients of success represented the key characteristics common to the leaders in each group: passion, preparation, inspiration, perseverance, and the ability to take advantage of serendipity.
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This study explored two aspects of the construct of serendipity. First, it explored the incidence of serendipitous events influencing career development as perceived by a sample of older adults. Second, it developed categories to describe the events that people reported as significant. The sample was comprised of 237 older adults. Participants responded to a brief questionnaire that asked if their careers were influenced by serendipitous events. Those participants who responded yes were asked to describe the serendipitous events. The results indicated that 63% of the men and 57% of the women felt that their careers were influenced by serendipitous events. Eleven serendipity categories were identified, based on the participants' descriptions of these events.
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Purpose – The purpose of this commentary is to summarise developments in the science of serendipity and urge marketers to pay more attention to the incorrigible incalculability of commercial life. Design/methodology/approach – Explains how luck is a crucial component of business success and argues, citing examples of Shelby D. Hunt and Ted Levitt, among others, that it is perhaps time to abandon our fixation with customer focus and start taking serendipity seriously Findings – Fortune, clearly, favours the brand. Indeed, the history of management in general and marketing in particular reveals that serendipity plays a significant part in the commercial equation. Originality/value – Highlights the latter day advances in the science of serendipity.
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Research on leading Japanese firms engaged in optoelectronics has revealed a number of factors affecting competence-building. A complex, long-term process, competence-building centers around the key technology areas that enhance a firm's core capabilities. Although serendipity plays an important role in the initial stage, the evidence from this investigation suggests that competence-building can be planned strategically—one step at a time, over a decade or more—to enable organizational transformation. A long-term, arduous process involving organizational learning, once competence has been built, it permits firms to branch successfully into new areas, provided that organizational routines to sustain competencies have also been implemented.
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Chance affects careers, and being prepared is of essence. This article draws attention to the silence in the creativity literature on the impact of positive chance events in careers of successful women in the traditional male field of orchestra conducting. Typical serendipity and pseudoserendipity patterns in this domain of the performing arts are underscored and illustrated with case histories of some prominent women visible in the media. The social context of the field is also discussed with additional examples, and avenues for future research are suggested. Public data support empirical results on serendipity in women's careers in many fields.
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A recent article by Low and MacMillan (1988) suggests that at the current stage of entrepreneurship research, empirical studies that “are not theory driven and do not test hypotheses are no longer acceptable” (p. 155). This paper is written in the spirit of this directive. It starts with an explicit theory of entrepreneurship developed by Israel Kirzner, and tests three hypotheses derived from the theory.The theoretical thrust of the paper emphasizes the role of information and information-seeking behavior as a central element of entrepreneurial behavior. Entrepreneurship is based on discovering of opportunities and resources to exploit them. Our interpretation of Kirzner's theoretical works leads to the formation of hypotheses regarding the differences that should exist in the way entrepreneurs as opposed to managers seek this information. These concern: (1) differences in the manner in which entrepreneurs and corporate managers expose themselves to information; (2) differences in the sources of information used; and (3) differences in evaluating information cues. In addition, we test the hypotheses that success and experience will erode the above differences between entrepreneurs and corporate managers.Our sample involved 51 founders of companies in New Jersey and 36 executives of a very large financial company. A questionnaire was used to gather the data, and scales were formed using principal component factor analysis with a varimax rotation. Differences were tested using univariate and multivariate statistical methods. Significant differences were found in five of the nine factors examined. Entrepreneurs spent significantly more time searching for information in their off hours and through nonverbal scanning. They employed different sources than executives and paid special attention to risk cues about new opportunities. Executives, on the other hand, tended to focus on the economics of the opportunity. These results are only partially consistent with a previous study comparing entrepreneurs and small companies' managers, suggesting a contextual contingency to the behaviors under study. The most persistent finding was regarding the time and “volume” of search for information, reinforcing the idea developed in the recent network theory of entrepreneurship that entrepreneurs are avid information-gatherers and opportunistic learners, but not necessarily, or not uniquely in a verbal, social-networking manner. Finally, with success and experience, the differences become smaller. It seems that success and experience reduce the need or desire of entrepreneurs to search for new opportunities. No such effect was found with our executive sample.
Article
Going alone on an adventure tour can be hazardous. This holds for individuals as well as for small and medium size firms aiming for major international markets. Business communities therefore follow a joint path of gradual internationalization that resembles the internationalization process of firms. However, the co-evolution of the firm and its networks implies that firms can plan and control their internationalization path only to a limited extent.Our survey evidence shows the importance of partner-country-specific knowledge in the case of Russia. Our case evidence sheds more light on the dynamics of entry, as events in the network, and expansion of the network, motivate increased commitment. In particular, we find international entry to be driven by a high degree of serendipity.
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Merger and acquisition activity is a critical means by which technology firms obtain the resources needed to compete in global markets. Effective implementation is essential to making these acquisitions successful, yet prior research on the implementation process has yielded paradoxical findings. I argue that a closer examination of the role of the acquired managers helps to resolve the implementation dilemmas found in prior research, which has focused on the role of the acquiring firm. I use grounded theory-building techniques to examine the integration of eight technology acquisitions, and find that acquired managers play a key role in achieving two types of value: expected and serendipitous. In promoting the realization of these two types of value, acquired leaders maintain the advantages of both integration and autonomy. Moreover, these leaders enable their organizations to simultaneously experience two often-conflicting forms of change: exploration and exploitation.
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Chance leads to the possibility of new behaviors, new patterns, new ideas, and new structures. It allows people to change their behavior in response to context, in the moment. New ideas, specifically in the area of invention, are commonly inspired by chance encounters. The genuine occurrence of serendipity necessarily implies a very powerful order of richness and texture in the world. Every place has a story to tell, every neighborhood a history. Cheng+Snyder, a multidisciplinary design studio in New York City, has worked to merge the hidden stories in architectural forms, the ubiquity of mobile devices, and current place to bring together something that is perhaps both familiar and strange. The designers have simply put forth opportunities for people to create their own pathways.
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This article presents the results of an exploratory study asking faculty in the first-year writing program and instruction librarians about their research process focusing on results specifically related to serendipity. Steps to prepare for serendipity are highlighted as well as a model for incorporating serendipity into a first-year writing course.
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Discusses the concept of 'serendipity' in the context of information seeking from the dual viewpoints of its classical origin in literature and its more modern manifestation in the realm of problem solving and knowledge acquisition of humanities and science scholars. Reviews the literature of serendipitous information searching to discuss the utility of the notion of serendipity. Presents the analysis as part of a larger study concerning the information seeking behaviour of interdisciplinary scholars and considers the nature of serendipity in such contexts and reinterprets the notion of serendipity as a phenomenon arising from both conditions and strategies (purposive and non-purposive component) of information seeking and knowledge acquisition. Reports the results of a study, involving open-ended interviews with academic and postgraduate researchers from 100 research groups to explore their serendipitous encounters during their research. Concludes from the results that: serendipity was widely experienced among interdisciplinary researchers, serendipity may relate to the impact of new information on the research process (whether or not the information was encountered by chance), serendipity may also relate to the chance encountering of information (whether or not this information had an unexpected impact on the research), and certain attitudes and strategic decisions were perceived to be effective in exploiting serendipity when it occurred.
  • I Kirzner
Kirzner, I. 1979. Perception, Opportunity, and Profit. Chicago: University of Chicago Press.
Seeking Serendipity: The Inspiration Hunt of a Creative Professional
  • Amanda Leclerc
LeClerc, Amanda. 2010. "Seeking Serendipity: The Inspiration Hunt of a Creative Professional," Faculty of Information Quarterly 2(3) May/June: 1-8;
Serendipity in Entrepreneurship
  • Nicholas Dew
  • Pina E Cunha
  • Stewart R Miguel
  • Sandro Clegg
  • Mendoca
Dew, Nicholas. 2009. "Serendipity in Entrepreneurship," Organizational Studies 30: 735; Pina e Cunha, Miguel, Stewart R. Clegg, and Sandro Mendoca. 2010. "On Serendipity and Organizing," European Management Journal 28: 319-330;
Think the Answer's Clear? Look Again
  • Katie Hafner
Hafner, Katie. 2010. "Think the Answer's Clear? Look Again." New York Times, August 31: D1, 4; Kirzner, 1979. 26. Brown, 2005; De Rond, 2005. 27. Barber and Fox, 1958.
Connected: The Surprising Power of Social Networks and How They Shape Our Lives
  • Cunha
Kirzner, 1979. 35. Foster and Ford, 2003. 36. Cunha et al., 2010; De Rond, 2005; Roberts, 1998. 37. Christakis, Nicholas and James Fowler. 2009. Connected: The Surprising Power of Social Networks and How They Shape Our Lives. New York: Little, Brown. 38. Cunha et al., 2010: 325.
Perceptions of Serendipity: Career Paths of Prominent Academic Women in Counseling Psychology
  • Clara E Hill
  • Hagel
Clara E. Hill. 1998. "Perceptions of Serendipity: Career Paths of Prominent Academic Women in Counseling Psychology," Journal of Counseling Psychology 45(4): 379-389. 56. Betsworth and Hansen, 1996; Dew, 2009; Hagel et al., 2010; McCay-Peet, Lori and Elaine G. Toms. 2010. "The Process of Serendipity in Knowledge Work," Association for Computing Machinery, Information Interaction in Context Symposium, August; Mendoca et al., 2008. 57. Diaz de Chumaceiro, 2004. 58. Gaglio and Katz, 2001.
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Van Andel, Pek. 1994. "Anatomy of the Unsought Finding. Serendipity: Origin, History, Domains, Traditions, Appearances, Patterns and Programmability," British Journal for the Philosophy of Science 45(2): 631-648. 65. Dew, 2009; Gaglio and Katz, 2001. 66. Brown, 2005: 1232.
Betsworth and Hansen, 1996. 75 . Gaglio and Katz, 2001. 76 . Barber and Fox
  • L W Busenitz
  • Williams
Busenitz, L. W., 1996. "Research on Entrepreneurial Alertness," Journal of Small Business Management 34(4), 35-44. 73. Barber and Fox, 1958; Betsworth and Hansen, 1996; Williams et al., 1998. 74. Betsworth and Hansen, 1996. 75. Gaglio and Katz, 2001. 76. Barber and Fox, 1958. 77. Barber and Fox, 1958. 78. Barber and Fox, 1958: 131.
Maximising Serendipity: The Art of Recognizing and Fostering Potential-A Systematic Approach to Change
  • Mendoca
Mendoca et al., 2008; Lawley, James and Penny Tompkins. 2008. "Maximising Serendipity: The Art of Recognizing and Fostering Potential-A Systematic Approach to Change," The Clean Collection, June, http://www.cleanlanguage. co.uk/articles/articles/224/1/Maximising-Serendipity/Page1.html. 81. Mendoca et al., 2008. 82. Gaglio and Katz, 2001. 83. Cunha et al., 2010; De Rond, 2005; Mendoca et al., 2008.
Great by Choice: Uncertainty, Chaos, and Luck-Why Some Thrive Despite Them All
  • Jim Collins
  • Morten T Hansen
Collins, Jim and Morten T. Hansen. 2011. Great by Choice: Uncertainty, Chaos, and Luck-Why Some Thrive Despite Them All. New York: HarperBusiness. 9. Barber and Fox, 1958. 10. Barber and Fox, 1958. 11. Van Andel, 1992.
68 . Kirzner, 1979. 69
  • Williams
Williams et al., 1998. 68. Kirzner, 1979. 69. Cunha et al., 2010: 323. 70. Mendoca et al., 2008.