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In vol. 6, 1976, of Advances in Librarianship, I published a review about relevance under the same title, without, of course, “Part I” in the title (Saracevic, 1976). [A substantively similar article was published in the Journal of the American Society for Information Science (Saracevic, 1975)]. I did not plan then to have another related review 30 years later—but things happen. The 1976 work “attempted to trace the evolution of thinking on relevance, a key notion in information science, [and] to provide a framework within which the widely dissonant ideas on relevance might be interpreted and related to one another” (ibid.: 338).

In today's competitive environment firms can seldom rely on their current products and services to secure their future success (Miller, 1983; Zahra, 1993; Lumpkin & Dess, 1996). Neither can they ignore their position in the market vis-à-vis their current and potential competitors (Barney, 2002). To win in the competitive global market, firms also have to continuously improve their internal processes in order to ensure that operations are efficiently performed (Carpinetti & Martins, 2001; Tompkins, 2001). These challenges may seem overwhelming and even threatening, but by generating more opportunities firms can increase the possibility of obtaining successful outcomes. This is based on the assumption that the discovery of new opportunities helps leverage a firm's value creation and ensures that the firm remains vital (Stevenson, 1983).