Serendipity describes random events, pleasant surprises, and accidental happenstances that can have a profound impact on a firm's strategic initiatives.
A pleasant accident is what serendipity is widely considered to entail. Its impact leads to the talent - for unintentionally discovering positive things. The capacity to notice and assess unexpected information and get unintended benefit from it . Napier and Vuong base their framework for developing the idea of serendipity as a strategic advantage (or competitive advantage) on this concept. This approach may be used in both practise and research.
As serendipity heavily depends on an individual's awareness and aptitude to occur, experts think that creating adequate organisational cultural and physical infrastructures as well as people' skills and talents might increase the likelihood of experiencing serendipity. According to researchers, by taking strategic initiatives, adequate organisational cultural and physical infrastructures as well as people's skills and talents, the experiencing serendipity may be increased. Serendipity heavily depends on an individual's attention and capacity to happen.
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