The dialectics of serendipity

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

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

31 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)9-18
Number of pages10
JournalEuropean Management Journal
Issue number1
Publication statusPublished - 1 Feb 2015
Externally publishedYes


  • Alternate templates
  • Dialectics
  • Doubt
  • Honda effect
  • Serendipity


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