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To explain the origin of novel strategies I elaborate the managerial judgment perspective as an alternative to the serendipity and managerial foresight views on the origin of novel strategies proposed in the earlier literature. The managerial judgment perspective closely integrates resource-based theories and theories of managerial cognition. It builds centrally on the construct of “management’s theory of success” as a representation of managers’ beliefs and expectations concerning the factors that lead to desired outcomes in the light of Knightean uncertainty and that is formed through learning from small samples over time. The managerial judgment perspective may be seen as a theory that explains the formation of strategies independently from their eventual performance, but may also shed light on the cognitive antecedents of superior performance. It also argues for a conception of strategic agency in terms of ecological rationality.

Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.

This chapter examines the marketplace context for media innovations. This includes factors that have been well researched and about which much is known, for example, pricing and early adopters, as well as marketplace elements and patterns that are not so thoroughly understood but are nonetheless very important in understanding the process of adoption, for example, the role of serendipity. It reviews patterns of adoption that were prevalent in the twentienth century but which have changed in the twenty-first century, for example, how word of mouth has been transformed by social media. Declines and failures as well as successes along with the international scope of media innovations, including in developing countries, are accessed.

The advantages and disadvantages of large and small companies creating media innovations are reviewed as are the respective roles of content creation and distribution. The concluding discussion section describes the contexts for media innovations today, including concerns about their privacy, use of media in public places, filters for new media innovations to identify likely successes, and the importance of teams in developing media innovations.

Entrepreneurs have two advantages over credentialed experts. They “know” less of what is false, and they (informally) know more of what is true. They know less of what is false because they are either ignorant of, or willing to ignore, the currently dominant theories. They know more of what is true by having more informal knowledge (whether local, tacit, or inchoate). Funding of projects by firms or governments will rely on expert judgments based on the currently dominant theory. So breakthrough innovations depend on innovative entrepreneurs being able to find funding independent of the insider incumbent institutions, usually self-funding.

In this essay, the authors explore how professional associations and the scholarly meetings or conferences they organize, such as the Comparative and International Education Society (CIES), act as incubators of scholarly inquiry in Comparative and International Education (CIE), but also serve as venues for the further dissemination of the comparative approach in education to inform scholarship and practice. Via an exemplification of our history of collaboration, our commentary particularly emphasizes how conference sites, based on thematic calls, bring together academics in serendipitous ways, to forge new understandings of transformational concepts in their fields and disciplines, and contribute to new forms of educational practice that draw on such novel thematic examinations.

This chapter describes the author’s experience with a lost opportunity to learn about and from Hijra communities in India. While the author was forced to leave the field, and ethnography was ‘lost’ before it could truly begin, the author was able to learn from the experience and translate the questions and ideas generated there into a way to frame and energise new work at home in the United States. The chapter begins with a description of the proposed research context and the circumstances that led to the author’s early departure. This is followed by lessons and reflections gleaned from the experience, and recommendations that ethnographers enter and write about the ‘messy’ field and write in ways that welcome serendipity, honour intuition and value their own and others’ humanity.

This chapter explores how preservice teachers can use videos via social media to organize their ideas and enhance their understanding of content and pedagogical practices. It exemplifies how teacher development programs must embrace and become more in tune with societal practices and norms.

The methods of data collection for this study consist of participant observation of in-class activities (descriptive field notes reconstructing dialogue and activities), an open-ended questionnaire, and a focus group interview.

Five primary themes were revealed that describe preservice teachers’ scholarly experiences using Pinterest: igniting digital serendipity, Pinterest critic in relation to their thinking, Organizing and nesting knowledge, Picky pinning researcher, and Expert distributor of knowledge.

Teacher educators should consider how participants demonstrated a sense of pride in their scholarly creations and some began displaying modest amounts of expertise and characteristics of leadership within their local community both online and in-person.

This study focuses on the guide role, experience context, and the subsequent cocreation strategies regarding the tourist experience. The guide role and the guide–tourist interaction are explored by using a qualitative research design. To illustrate how guides perceive their role, the experience context, and the strategies adopted in order to cocreate experience value for tourists, two different experiences are discussed: a guided tour at a rock art site and a guided nature-based tour in a northern landscape. Interpretive data analysis reveals how the tourist context may encourage or restrain the guides’ uses of different cocreation strategies, in particular storytelling. In addition, the findings indicate that the guides have different perceptions regarding their role, which influence their view and use of the available cocreation resources.

This chapter describes the transition from single-helix roadmap innovation to Open Innovation 2.0 (OI 2.0), based on Quadruple Helix innovation processes. Innovation is intended to make things happen in new and better ways, but actual take-up is always an essential aspect of successful innovation. A change of mindset to be in accord with the behaviour and processes in innovation ecosystems is crucial for an understanding of the interdependencies and complexity management that lead to impact. OI 2.0 is a ‘mash-up’ parallel process in which the public policy maker needs to create a safe framework for this interaction (mash-up) to take place. OI 2.0 is genuinely intersectional, as innovation increasingly happens at the crossroads of technologies and applications – it is not the linear extrapolation of the past. To speed up scalability, all stakeholders need to co-create solutions and find innovations together in real-world settings. Only then do we have a strong driver to create new markets and services and scale up successes rapidly: There is inherent buy-in in this kind of innovation environment. At the same time, by involving end users as co-creators up front and seamlessly, less successful experiments and failing prototypes are rapidly revealed as such: ‘failing fast, scaling fast’ is one of the strongest advantages of OI 2.0. All this leads to the Quadruple Helix innovation model, which supplements the Triple Helix model (research, industry, public sector) with the additional component of the people. In the Quadruple Helix, citizens are not the passive objects of new products or services but active agents contributing to the whole innovation process.

This chapter discusses Launching through the Surf: The Dory Fleet of Pacific City, a project which documents the historical and contemporary role of dory fishers in the life of the coastal village of Pacific City, Oregon, U.S. Linfield College’s Department of Theatre and Communication Arts, its Jereld R. Nicholson Library, the Pacific City Arts Association, the Pacific City Dorymen’s Association, and the Linfield Center for the Northwest joined forces to engage in a collaborative college and community venture to preserve this important facet of Oregon’s history. Using ethnography as a theoretical grounding and oral history as a method, the project utilized artifacts from the dory fleet to augment interview data, and faculty/student teams created a searchable digital archive available via open access. The chapter draws on the authors’ experiences to identify a philosophy of strategic collaboration. Topics include project development and management, assessment, and the role of serendipity. In an era of value-added services where libraries need to continue to prove their worth, partnering with internal and external entities to create content is one way for academic libraries to remain relevant to agencies that do not have direct connections to higher education. This project not only developed a positive “town and gown” relationship with a regional community, it also benefited partner organizations as they sought to fulfill their missions. The project also serves as a potential model for intra- and inter-agency collaboration for all types of libraries.