Saddle Points Stability in the Replica Approach Off Equilibrium

We study the replica free energy surface for a spin glass model near the glassy temperature. In this model the simplicity of the equilibrium solution hides non trivial metastable saddle points. By means of the stability analysis performed for one and two real replicas constrained, an interpretation for some of them is achieved.Comment: 10 pages and 3 figures upon request, Univerista` di Roma I preprint 94/100

Serendipity: why some organizations are luckier than others

Serendipity refers to the accidental discovery of something valuable. It is sometimes presented as an element of organizational learning but has been the object of scarce research. In this paper, I discuss the notion of serendipity in the organizational context, and elaborate a model of organizational serendipity. Four building blocks are considered: the conditions that facilitate serendipitous discovery, the search for a solution for a given problem, a process of bisociation leading to the combination of previously unrelated skills or information, and the discovery of an unexpected solution to a different problem. I also discuss what organizations can do to improve the chances of serendipity.serendipity; search; bisociation; chance; accidental discoveries; unintentional learning

Adopting or adapting? The tension between local and international mindsets in portuguese management

One of the effects of the globalization process has been the diffusion of international management mindsets. Such a process of diffusion may be contributing to an increasing homogeneity of managerial practice around the world, but important differences still remain. The research reported in this article analyzes management as a process in the making, i.e. as a dynamic interplay between local culture, history and conditions, and the diffusion/adoption of international managerial techniques. The topic is approached inductively, through interviews with 71 managers based in Portugal. The article makes two main contributions: it analyzes management as a dialectical interplay between local factors and imported management knowledge, and helps to describe management practice in this Latin European country. Results suggest that the change process occurring in managerial practice in Portugal derives from the tension between a parochial mindset, inherited from almost five decades of dictatorship and its confrontation with a new global mindset. Some managers may be approaching this tension dialectically, through the enactment of a synthesis, which some informants interpret as potentially leading to a new Latin managerial touchglobal management, management in Latin Europe, Portugal, dialectics