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The dialectics of serendipity

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  • Pina e Cunha, Miguel
  • Rego, Arménio
  • Clegg, Stewart
  • Lindsay, Greg

Abstract

Serendipity in organizations has often been perceived as a mysterious occurrence. We approach the process of serendipity via reconsideration of Honda's entry into the US market using an alternate templates analysis, showing that serendipity can be conceptually interpreted as the synthesis of preparation and openness to novelty, articulated through generative doubt. In this sense, it can be thought of as a dialectical process that thrives through the creative synthesis of the existing and the new. It is a practical accomplishment rather than an organizational form of mystery.

Suggested Citation

  • Pina e Cunha, Miguel & Rego, Arménio & Clegg, Stewart & Lindsay, Greg, 2015. "The dialectics of serendipity," European Management Journal, Elsevier, vol. 33(1), pages 9-18.
    • Handle: RePEc:eee:eurman:v:33:y:2015:i:1:p:9-18
    DOI: 10.1016/j.emj.2014.11.001
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    Cited by:

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    3. Freisinger, Elena & McCarthy, Ian P., 2024. "What fails and when? A process view of innovation failure," Technovation, Elsevier, vol. 133(C).
    4. Busch, Christian, 2024. "Towards a theory of serendipity: a systematic review and conceptualization," LSE Research Online Documents on Economics 122704, London School of Economics and Political Science, LSE Library.
    5. Cusin, Julien & Passebois-Ducros, Juliette, 2015. "Appropriate persistence in a project: The case of the Wine Culture and Tourism Centre in Bordeaux," European Management Journal, Elsevier, vol. 33(5), pages 341-353.

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