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Technology Brokering and Innovation in a Product Development Firm Author(s): Andrew Hargadon and Robert I. Sutton Reviewed work(s): Source: Administrative Science Quarterly, Vol. 42, No. 4 (Dec., 1997), pp. 716-749 Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University Stable URL: http://www.jstor.org/stable/2393655 . Accessed: 29/01/2013 01:51
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Technology Brokering and Innovationin a ProductDevelopment Firm Andrew Hargadon
StanfordUniversity

Robert 1. Sutton
Universityof California, Berkeley

We blend network and organizational memory perspectives in a model of technology brokering that explains how an organization develops innovative products. The model is grounded in observations, interviews, informal conversations, and archived data gathered during an ethnography of IDEO,a product design firm. This firm exploits its network position, working for clients in at least 40 industries, to gain knowledge of existing technological solutions in various industries. It acts as a technology broker by introducing these solutions where they are not known and, in the process, creates new products that are original combinations of existing knowledge from disparate industries. Designers exploit their access to a broad range of technological solutions with organizational routines for acquiring and storing this knowledge in the organization's memory and, by making analogies between current design problems and the past solutions they have seen, retrieving that knowledge to generate new solutions to design problems in other industries. We discuss the implications of this research for understanding the individual and organizational processes and norms underlying technology and knowledge transfer more generally.' Knowledge is imperfectlyshared over time and across people, organizations,and industries. Ideas from one group might solve the problems of another, but only if connections between existing solutions and problems can be made across the boundariesbetween them. When such connections are made, existing ideas often appear new and creative as they change form, combiningwith other ideas to meet the needs of different users. These new combinationsare objectivelynew concepts or objects because they are built from existing but previouslyunconnected ideas. This paper presents an ethnographicstudy of a productdesign firmthat routinelycreates new products by makingsuch connections. The role these connections can play in the innovationprocess is evident in inventions by Thomas Edison's laboratory. Edisonand his colleagues used their knowledge of electromagnetic power from the telegraph industry,where they first worked, to transferold ideas that were new to the lighting, telephone, phonograph,railway,and miningindustries (Hughes, 1989; Millard, 1990). Edison's productsoften reflected blends of existing but previouslyunconnected ideas that his engineers picked up as they worked in these disparate industries.The phonographblended old ideas from products that these engineers had developed for the telegraph, telephone, and electric motor industries,as well as ideas developed by others that they had learnedabout while working in those industries.Edison's inventionswere not wholly original.Likemost creative acts and products,they were extensions and blends of existing knowledge (Merton,1973). As Usher (1929; quoted in Petrovski,1992: 44) argued, "invention finds its distinctivefeature in the constructiveassimilationof pre-existingelements into new syntheses, new patterns, or new configurationsof behavior." Social networktheory suggests that Edison's laboratory could innovate routinelybecause it occupied a "structural
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? 1997 by Cornell University. 0001 -8392/97/4204-071 6/$1 .00.

We are grateful to Stephen Barley, Beth Bechky, Dennis Boyle, Kathleen Eisenhardt, Herminia Ibarra,Linda Johanson, Christine Oliver, David Owens, Marc Ventresca, and three anonymous reviewers for their contributions to this paper. We are also grateful for the support provided by the Center for the Advanced Study in the Behavioral Sciences, Hewlett-Packard, the Stanford Integrated Manufacturing Association, the National Science Foundation (SBR-9022192), and the Center for Innovation Management Studies at Lehigh University. We especially appreciate the time and effort that Paul Barsley, David Blakely, Gwen Books, Dennis Boyle, Sean Corcorran, Tony Fields, David Karshmer, David Kelley, Tom Kelley, Chris Kurjan,Bill Moggridge, Chuck Seiber, LarryShubert, Peter Skillman, Roby Stancel, Rickson Sun, Scott Underwood, Don Westwood, Jim Yurchenko, and many others at IDEO Product Development devoted to this research.

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Technology Brokering

hole" (Burt,1992a, 1992b), a gap in the flow of information between subgroups in a largernetwork. For Edison,these gaps existed between industrieswhere there was and was not knowledge about the newly emerging electromagnetic technologies. Actors fillingthese gaps are brokerswho benefit by transferring resources from groups where they are plentifulto groups where they are dear (Marsden,1982; Gouldand Fernandez,1989; Burt,1992a; DiMaggio,1992). Brokershave an advantage over competitors because "nonredundantcontacts are linkedonly throughthe central player,[so brokers]are assured of being the first to see new opportunitiescreated by the needs in one groupthat could be served by skills in another group" (Burt,1992a: 70). Edison's laboratory acted as a brokerof technological ideas because it had connections to many industries,ratherthan being central in one, and it linkedindustriesthat had few other ties (DiMaggio,1992). By highlighting structureof resource flows across group the boundaries,researchers have shown that brokersbenefit knowlfrom disparitiesin the level and value of particular edge held by differentgroups, but they have not explicated the process by which information transformedor comis bined within these flows. Valuablesolutions seldom arriveat the same time as the problemsthey solve, they seldom arrive to the people workingon those problems, and they seldom arrivein forms that are readilyrecognizableor easily did adaptable.Edison's laboratory more than just transfer knowledge from groups where it was plentifulto groups where it was dear;this organization acquiredsuch information, stored it, and retrievedit to create new combinationsof old ideas. Walsh and Ungson (1991: 61) described these processes (i.e., acquisition,retention,and retrieval) routines as supportingan organization'smemory, which they defined as "stored information from an organization'shistorythat can be broughtto bear on present decisions." This perspective suggests that a technology brokerdepends on both its network position as a brokerand on an organizational memory that allows it to acquire, retain,and retrieve new combinations of information obtained throughsuch a position. The notion that brokerstransformand blend information is implicitin DiMaggio's(1992) descriptionof how Professor Paul Sachs used his strong connections to the previously weakly connected worlds of museums, universities,and finance to help create New York'sMuseum of ModernArt. This notion is also implicitin writings on technology transfer (Rosenberg, 1982, 1994; Rogers, 1983), which recognize that existing technologies are often adapted and transformed before they become usable in a new field. But these writactions and orgaings do not focus on the role that individual nizationalroutines play in recognizing,storing, blending,and those technologies to make diffusionpossible. transforming Except for Attewell's (1992) descriptionof how consultants facilitatedthe diffusionof a business computingtechnology, we don't know of any empiricalor conceptual work that weaves together macro perspectives on external networks with micro perspectives on internalroutinesto describe the role of brokering innovation. in
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This paper develops such an integratedperspective in a process theory of how one productdesign firm acts as a technology broker.FollowingWeick's (1992) approachto theory building,we develop a relativelyfull explanationof brokering in a small region, which is then used to guide general discussion about brokeringin other settings. We use an ethnographyof a productdesign consultingfirmto develop a local theory of how this organization acts as a technology broker.This firm has designed productsfor several hundred differentfirms in over 40 industries,rangingfrom pagers to closet-size medical analysis products.The quantityof new productdesigns (the firm works on between 60 and 80 products at a time), together with the tangible natureof the mechanicalsolutions that usuallymake up those designs, allowed us to observe how this firm recognizes, blends, and transformsexisting ideas into new and innovativecombinations. By havingstrong connections to many industriesbut not being central in any one, the engineers in this firm have constant opportunitiesto learnabout technologies from a broadrange of industries.The firm exploits its network position with internalroutines that help its designers create products for currentclients that are new combinationsof existing individual technologies that these designers have seen before. Manyof these products reflect the transferof ideas to industrieswhere they have not been used before and the creation of combinationsof ideas that no one in any industry has seen before. METHODS Research Setting This ethnographywas conducted at IDEO,the largest product design consultingfirm in the United States.1 IDEOwas co-founded by the currentCEO DavidKelleyin 1978. It employs over 125 designers who develop productsfor other companies. Headquarters in Palo Alto, California, are with smaller offices in Boston, Chicago,GrandRapids,London, San Francisco,New York,and Tokyo.The bulkof IDEO's work is in mechanicalengineering and industrial design. Mechanicalengineers design productsfor physicalperformance and ease of manufacturing; industrial designers use artistic skills (with an appreciationof engineering)to design products that are attractiveand easy to use. Our study focused on the 45 or so engineers in Palo Alto who do mechanical engineeringand (to a lesser extent) electrical,software, and humanfactors engineeringand on the 35 or so managers and staff who supporttheir work. We follow our informants' usage and describe IDEO'sengineers as "productdesigners" or "designers" most often, but we (andthey) sometimes use "engineers." Most designers are 25 to 40 years old, male (about80 percent), white (about80 percent), and usuallyhave a B.S. or an M.S. in engineering. Managers have a similarprofilebut tend to be older (35 to 50 years old). Supportstaff also have a profilesimilarto designers, but a higher proportion 50 (approximately percent) are women. Clients typicallyhire IDEOto design partor all of a product that they would like to manufactureand sell but lack the expertise or staff levels to design. Clients range from Fortune
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Sutton and Hargadon (1996) also used this ethnography as the basis for a paper on the effectiveness of brainstorming sessions. That paper contains additional information about the research setting for this ethnography and the methods used, as well as about IDEO's structure, work practices, norms, and values.

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Technology

Brokering

50 to start-upcompanies. IDEOusuallycharges clients for the time and materialsrequiredto design a productbut occasionallyworks in exchange for a percentage of sales or profitsfrom the finished product.Design projects last from a few weeks to three years, with an average of about a year. Results range from sketches of productconcepts to crude workingmodels, to complete new productdesigns. IDEO has contributedto the development of over 3,000 products. Widely known products includethe originalApple computer mouse, a Microsoftcomputer mouse, Smith ski goggles, toothbrushes, Crest toothpaste telephones, Oral-B AT&T tubes, Steelcase furniture,Sega game controllers,HewlettPackardprinters,rechargersfor GeneralMotors' electric vehicles, laptopcomputers for such firms as Apple Computers, Dell, and NEC,the Macintosh DuoDock, Reginavacuum cleaners, and a life-sized,functioning,mechanicalkillerwhale used in the film "Free Willy."Less widely known products include surgicalskin staplers, a combinationbeach chairand cooler, a coin sorter, a blood platelet function analyzer,a toy guitar,and the Enormetelephone. IDEOis widely praised in the business press for its innovativedesigns; for instance, IDEOwon more Business Week Design Excellence Awards in 1993, 1994, and 1995, and over the last decade, than any other productdesign firm. Method Each of the two authors spent six to eight hours per week doing an ethnographicstudy of IDEOfrom March1994 through May 1995. Fieldworkcontinued at a less intensive 1996, with at least one of us visiting level through February IDEOeach week. We wrote field notes after each visit or meeting. Each of us also visited IDEOat least once a month through December 1996, often to collect more evidence or to check the accuracyof facts that appear in papers about IDEO.Any visit to IDEOentailed unplannedconversations, because many engineers, support staff, and managers were curious about our research and because IDEOnorms support friendlytalk about the firm and the design process. The buildingswhere most design engineers work have a modified open-office plan, which furtherencourages informaltalk. deIn addition,most IDEObuildingsin Palo Alto (industrial offices, two machine shops, and a joint sign, administrative are venture with a large corporation) on the same street and within a few blocks of one another, so many unplannedbut enlighteningconversations occurredas we walked between buildings. We began this ethnographywith a vague research question: How does IDEOinnovate routinely?Althoughwe often interacted with senior managers duringthese visits, our data collection focused on watching and talkingto productdesigners and lookingat and gatheringthe drawingsand physicalartifacts that resulted from their work. We adopted this focus aim because our primary was to understandhow people do and experience innovativework, not how it is viewed by management or support staff. Followingguidelines for inductive research, we were as descriptiveas possible untilmajor themes emerged from the data (Glaserand Strauss, 1967; Miles and Huberman,1994). When a promisingtheme like emerged, we focused data collection technology brokering
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analyses on it, read pertinentliterature,and did preliminary to decide if it was worth pursuing.Our interest in brokering was sparked in the winter of 1995 when we noticed that designers offered solutions to new problems by describing similarsolutions they had seen in past products, a process The they called "cross-pollination."2 evidence guidingour at descriptionsof and inferences about technology brokering IDEOis divided into seven general categories: 1. Tracking development projects. Each of the two authors followed a development team as it designed a product.We met with team members about once every two weeks, attended design meetings, and were given sketches, reports, and videotapes. The first authorfollowed a team for four months untilit nearlyfinished designing a Reginavacuum cleaner. A new CEOstopped work on this prototypeand other designs being done by and for Reginato reevaluate the firm's productstrategy. About six months after we stopped trackingthe team, Reginadecided that IDEOshould finish the design, and the productwas completed, manufactured, and sold. The second authorfollowed a team for six months while it worked on personalappliances. He followed this team untiltwo prototypes and detailed drawingswere completed. These completed designs were not manufactured and sold because the firm changed strategic direction and the CEO after it was acquiredby a largercorporation stepped down. 2. Semistructured interviews with designers and managers. We conducted 60 semistructuredinterviews;37 were we tape-recordedand transcribed; took notes duringothers. We had multipleinterviews with some informants,so ap35 proximately people were interviewed. In initialinterviews, we asked senior managers and designers general questions about IDEO'shistory,clients, competitors, structure,human resource practices, and work process. Subsequent interthat we views focused on themes like technology brokering wanted to learnabout in detail. 3. Informal discussions. We had hundredsof informalconversations with managers, designers, and support staff, rangingfrom brief exchanges to long talks over lunch.We talked with almost every employee at the Palo Alto headquartersand had dozens of conversations with the CEO.We also had informalconversations with ten IDEOclients about the company. The content variedwidely, with designers often gossiping about new clients, employees who had been hiredor had left, the virtues or drawbacksof currentIDEO prototypes, "cool" new technologies that they had seen or heard about, or why they loved or despised existing prodmotoructs, rangingfrom toy Slinkiesto Harley-Davidson cycles. In addition,after we began asking questions about and brainemerging themes, includingtechnology brokering storming sessions, designers often approachedus with comments, questions, stories, prototypes, and sketches that of they believed would enhance our understanding these topics. Conversationswith clients were equallydiverse, but at least three of them talked with us about technology brokering.Forexample, one client described how IDEOdesignto ers had introducedhis organization promisingtechnical
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Various versions of this paper have been described to and read by IDEO designers and managers since our ethnography ended in March 1996. This conversation and reading has led some designers to adopt the term "technology brokering" as a synonym for "cross-pollination." 3 The technological details of the products and projects we observed at IDEO are critical to presenting a theory of technology brokering. For reasons of client confidentiality, however, we have had to disguise approximately 10 percent of these products. In doing so, we substituted products of similar technological complexity and confirmed these selections with the designers who were involved in the original projects.

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Technology Brokering

solutions that were new to that industrybut were used widely elsewhere. 4. Brainstorming sessions. We observed 24 group brainstorming sessions in which productswere designed, six in person and 18 on videotape. Each meeting was initiatedby members of a design team. They invited IDEOdesigners who were not team members to generate possible design solutions for the project. IDEObrainstormsare scheduled meetings and are held in conference rooms. Five brainstorming rules are displayed in large letters in several locations in each room: (1) defer judgment;(2) buildon the ideas of others; (3) one conversationat a time; (4) stay focused on the topic, and (5) encourage wild ideas. IDEO'sMethodology Handbook,which outlines IDEO'stechniques for new designers, contains 11 pages of instructionsabout how to facilitateand participatein brainstorms.Designers who lead nearlyall brainstormsare skilled and experienced facilitators; in IDEOdesigners have extensive experience as participants brainstorms. The sessions we observed lasted between 45 minutes and two hours. The topics rangedwidely: three about personal three about video cameras, appliances,three about furniture, two about surgicalskin staplers, two about medical devices to aid healing,two about blood analyzers,two about laptop computers, two about personal communication,one about remote controls, one about ski goggles, one about vacuum cleaners, one about faucets, and one about a portabletraffic projectengineers introducedthe control system. Typically, projectand described a design problemthey were facing, then the other engineers offered possible solutions, often in the form of solutions they had seen in other settings. Solutions were sometimes found in similarproductsthat were broughtto brainstorms(e.g., a designer suggested adapting a design solution for a new skin stapler that was already used in a competitor's product)or in productsthat were broughtin from differentindustries(e.g., a designer showed how a gas engine from a model airplanecould be used to power a skin stapler). Designers also described and sketched solutions on paper or on whiteboards in the room. The visible and vocal natureof these meetings offered us to the opportunity observe how new problems and existing solutions were shared among the designers. and were given We wrote field notes about each brainstorm "brainstorming reports"for nine of the 24. These reports are organizers;they preparedfor the client by the brainstorm summarizethe ideas generated and develop promisingideas in greater depth. We also distributeda short survey about productdesign brainstormsat IDEOto engineers in the Palo Alto office. We distributed45 surveys, and 37 were returned;27 includedwritten comments. This survey contained 40 closed-ended questions, but in this paper we only use written comments that designers made in response to a at request for "any other comments about brainstorming IDEO."See Sutton and Hargadon(1996) for a more extensive discussion of brainstorming IDEO. at 5. Other meetings. We attended a session about how to handle a majorclient, a session with that client, a meeting
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with IDEOengineers who studied their firm's design process, and about twelve "Mondaymorningmeetings." Most Mondays, CEO Kelleymeets with the employees in Palo Alto who do or support "engineeringdesign." They usually sit on the floor in a circle. Meetings start with Kelleytalking about pressing, interesting,or funny events and then turnto new projects and progress on ongoing projects. "Show and tell" is next, in which designers displayand describe new products, prototypes, materials,and methods. We also attended and participated three meetings about IDEO'sdein sign process. The first and second of these were brainstorming sessions on how to describe and transfer IDEO'sdesign process to other organizations. The thirdmeeting focused on technology brokering; experienced designers talked about how and when they had combined their diverse technical knowledge to create new productsand things they did to facilitatethis process. 6. Design team interviews. We did retrospective interviews with four design teams, which were tape-recordedand transcribed. The productswere a label-maker, blood platelet a analyzer,a mechanicalkillerwhale, and a furnituresystem. Each was a large-scaleprojectrequiring multipleengineering disciplines. Designers broughtprototypes and the final product to two of the interviews. We asked the group to describe how the project unfoldedand the role that each member played. We asked them to describe the technical details of the project:the prominenttechnologies of the final design, how these were chosen, and how each team generated and explored alternativesolutions throughoutthe project. Finally, asked them to describe any interpersonal we and politicalissues that arose duringthe project. 7. Materials about the organization. We gathered several dozen stories about IDEOfrom varioussources, including Fortune,Business Week, Wired,ID, WallStreet Journal,and popularbooks. We viewed approximately fifteen television programsabout IDEOfirst shown on outlets such as ABC, CNN, BBC, PBS, and the DiscoveryChanneland explored a CD-ROM "tour"of IDEO.We gathered other materialsproduced by and about IDEO,includinga MethodologyHandbook for new engineers and sketches of prototypes.We also reviewed IDEO'scollection of approximately1,400 photographs of productsketches, prototypes,the design process (e.g., pictures of brainstorming sessions), and completed products. A PROCESSMODEL TECHNOLOGY OF BROKERING These qualitativedata indicatethat IDEOlearns about potentiallyuseful technologies by workingfor clients in multiple industriesand finds opportunitiesto use that knowledge by it incorporating into new productsfor industrieswhere there is little or no priorknowledge of these technologies. This design process results in the movement of technologies between industries,reflectingthe technology transferand diffusion that is recognizedas fundamentalto technological evolution (Rosenberg, 1982; Basalla, 1988; Hughes, 1989). Existingresearch has considered the social, economic, and politicaleffects of this type of innovation,but little is known
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Technology Brokering

about the nuances of how such processes unfoldwithin organizations. at Technology brokering IDEOentails more than just transportingideas between previouslyunconnected industries;it those ideas also means transforming,sometimes radically, to fit new environmentsand new combinations.An innovative productmight contain several components that are new to the industry,blended with many old components that requiresintecontinue to fit the industry'sneeds. Brokering gratingthese new and old technologies in ways that allow each to functionwell. Forexample, to develop the Cholestec Home CholesterolTester, IDEOdesigners combined a compact disk inject-ejectmechanism, a simple software interface, and high-volumeproductiondesign principles,each of which were relativelynew ideas to the medical products industry,with samplingand testing components and chemical treatment technologies alreadyused widely and fairlywell understood in that industry.Designing the productrequired modifyingboth the compact disk inject-ejectmechanism to fit the needs of the existing samplingtechnologies and modifyingthe existing samplingtechnologies to fit the capabilitiesof the inject-ejectmechanism. Manyof IDEO'sproduct designs are, like the home cholesterol tester, new combinationsof existing components that reflect Weick's (1979a: 252) definitionof creativityas "puttingold things in new combinationsand new things in old combinations."4 This perspective on technology brokeringbegan to develop when, early in our study, we noticed that many of IDEO's designs contained innovativefeatures that engineers had seen in previous products.We created a list of IDEOdesigned productsthat includedfeatures designers had adapted from previous products, prototypes, or other sources outside of the client's industry.We met with IDEO and designers individually in groups to add to and refine this list, which is shown in table 1. It contains 30 examples of productsthat are new combinationsof old IDEO-designed technologies taken from both inside and outside the client's industry.One example is a portablecomputer docking station designed for Apple Computer.It consists of traditional computer components that were combined with an insert and eject design adapted from video-cassette recordersand powered by an inexpensive motor found in toys. Our data suggest that IDEO'sabilityto generate innovative productsthat are new combinationsof existing technologies can be understood by consideringboth the organization's network position and the behaviorsof its designers in exploitingthat position. Figure1 summarizes the relationship between network position and internalbehaviorsin a fourAccess (step 1) destep model of technology brokering. bescribes how IDEOfills a gap in the flow of information tween industriesand is able to see technologicalsolutions in one area that are potentiallyvaluablein others (Burt,1992a, 1992b; DiMaggio,1992). But the way these technologies become innovativesolutions to currentproblems depends on how these potentialsolutions are shared within IDEO across designers and over time. The remainingthree steps of the model describe the role of IDEO'sorganizational memory in turningtechnologies seen in past products into
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Thisdefinition creativity not new. of is Schumpeter(1934:65-66) describedinnovationas the "carrying of new out and combinations" Usher (1929: 11) deas scribedtechnologicalinnovation the "constructive assimilation pre-existing of elements into new syntheses." A decade earlier,Ogburn(1922;quoted in Basalla, 1988: 21) defined inventionas "combining existingand knownelements of culture in orderto form a new element." And, even earlier,Ribot(1906; quoted in Torrance, 1988: 45), a psychologiststudying creativity, maintained creative that thinking produced"unforeseenand novel but combinations," "inequal measure and absurdcombinations very original inventions."

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Table 1 IDEO-DesignedProducts that IncorporatedTechnological Solutions from Outside Industries 1 Waterbottle:Combinesexisting body with leak-proof nozzle based on previousshampoo bottle design. 2. Bloodanalyzer: Combinesexisting analytictechnologies with computercomponents: printer,keyboard,display, and circuitboard. 3. Portablecomputer:Hinge design in portablecomputerdisplayincorporates bailmechanismfound in a typewriters. 4. Whale special effects: Mechanical whale combines hardware and software from the computerindustry, hydraulics roboticsfrom designer's academic background, latex skin and other existing special effects and and techniques. 5. ComputerPCMCIA cardadaptor:Ejectmechanismcombines nitinol(memorymetal)from defense industry technologyand existing circuitboardand connectortechnologies. 6. Vacuumcleaner:Combinesexisting components with new complex plastic partsdesigned utilizing previous CADexperience. 7. Home cholesteroltester: Existinganalyticcomponents combinedwith CD inject/ejectmechanismfrom consumer products. 8. Portablecomputer:Retracting foot design based on foot mechanism on slide projector. 9. Toy electric guitar:Incorporates industrymaterialsand design with microprocessor toy technologies from previouscomputerprojects. 10. Inputdevice for kid'svideo games: Combinesoversizedtrackball from previouscomputerinputdevices and existing toy industrycomponents. 11. Cosmetics product:Incorporates flexibletubingfrom previoussurgicalproductand vacuumtechnologyfrom 2 previousvacuumcleaner projects.* 12. Bicycle helmet: Includessailclothstrengthenerfrom designer's sailingbackground well as existing foam and as shell components.* 13. Labelmaker:Existinglabel makerenhanced with interfacedesign from computerprojectsand displayscreen, printer,inputdevices from computerprojects. 14. Personalcomputer:New design for cooling computers based on design principlesin ceiling fans. 15. Surgicalskin stapler:Existingstaplercombinedwith ideas from model airplane engines, office staplers, and other medicalproducts.* 16. Original in Apple mouse: Mouse design trackingmechanismadaptedfrom giant trackball video game machine. 17. Handheld found in office binderclips.* computer:Hinge mechanism based on principles 18. Personalcomputer:New computerdoor design based on idea from garage door via previouscomputer projects. 19. Tirepressure monitorand valve: Pressure gauge based on bellows mechanismfound in stainless-steel fuel line product. 20. Desk lamp:Uses articulating ball-and-socket jointdesign taken from principlesin humanhip-bonesockets. 21. Portablecomputerdockingstation:Uses an eject mechanism based on ideas from video-cassette recorders, dockingconnectors from a previouscomputerdockingproject,and an inexpensiveelectric motorfrom toys. 22. Medicalanalysis product:Incorporates solid-statefluidwarmerfound in portablecoolers for automobiles. a 23. Computermonitor:Existingmonitorincorporates clutch springdesign based on idea of leaf-springsin a automobileshocks. 24. Office chairspring:Seat springcombines existing seat springcomponents with design of rubberspringshocks used in tool and die industry.* 25. Electriccar charger:Powered door opener uses gas piston from rearwindow of station wagon combinedwith electricchargingcomponents.* 26. Portablecomputer:Displayfastened closed using bicycle spokes and existing displayhousingtechnologies.* 27. Waste papercollector:Take-upreel design based on ideas from continuoustowel dispensers and typewriter printerribboncartridges. 28. Paperhandlingproduct:Papertray mechanismcombines parallel rulerdesigns in draftingboardswith existing paper handling components. 29. Computermonitor:Conceptfor new mountingdesign based on "Monkey-on-a-tree" toy. 30. Slide printer: Motioncontrolsolutionbased on stainless steel, zero backlashmotion controlfound in early disk-drive head designs.
*

Theearlyprototypesof these productsused off-the-shelf in of componentsfromthese different industries testingthe performance this solutionin its new combination. Later but technological designs became specificto the new product, inthe case of the bicyclespokes, a localwheel manufacturer actuallybecame a supplierof production partsfor a portablecomputer.

useful information designing new ones (Marchand Sifor mon, 1958; Huber,1991; Walsh and Ungson, 1991). Acquisition (step 2) describes routinesthat IDEO'sdesigners use to bringtechnologicalsolutions into the organizational memory, where they are stored for possible use in future design projects. Storage (step 3) describes how these solutions remain in memory untilthey are considered for use in future designs. Finally,retrieval(step 4) describes how designers retrieve some of these old technologicalsolutions from the
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Technology Brokering

organizational memory in forms that fit the new combinations they are creating. This process model presents access, acquisition, storage, and retrieval as linear and distinct phases. We use this model because it fits our data reasonably well and provides a simple and analytically useful way of summarizing these data. Nonetheless, the process was not always as neatly linear as the model implies and the steps could not always be cleanly distinguished. As Walsh and Ungson (1991: 82) recognize, "Because the acquisition, retention, and retrieval of memory is an ongoing process, it is difficult to pinpoint the exact boundaries between these processes." We used an iterative process to develop the inferences about the process of innovation through technology brokering at IDEO that are summarized in figure 1. Following Glaser and Strauss (1967) and Miles and Huberman (1994), a set of iterations usually began with a hunch inspired by the data or literature (e.g., an informant mentioned that the original idea for a water bottle valve came from another designer who had worked on a previous shampoo bottle project, which suggested that ideas from different industries provided IDEO with potentially valuable solutions in later projects). Then, to see if a hunch could be grounded, we compiled pertinent evidence from all seven data sources (e.g., we looked for evidence that IDEO's experience in a range of industries provided its engineers with useful ideas). These analyses led us to abandon, modify, or maintain each inference (e.g., we retained the inference that access to a range of industries was an important aspect of IDEO's innovation process). If the inference was retained, we summarized the grounding for it in a within-site display reflecting how strongly each inference could be grounded in each data source. We then wrote up our inferences about each retained consequence, weaving together conceptual arguments, additional evidence, and citations to pertinent literature. Table 2 presents the evidence that grounds our process model of technology brokering. Access: IDEO'S Network Position as Technology Broker Brokers derive value by enabling the flow of resources between otherwise unconnected subgroups within a larger network (Marsden, 1982; Gould and Fernandez, 1989; Burt,
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Technology Brokering
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1992a; DiMaggio,1992). Marsden(1982: 202) defined brokers as intermediateactors that "facilitatetransactionsbetween other actors lackingaccess to or trust in one another." Considerablenetworkanalyticresearch has shown the power that accrues to brokers.Fernandezand Gould (1994) showed that organizationsoccupying brokeragepositions in the nationalhealth policy domainwere more likelyto have greater perceived influence. Padgett and Ansell (1993) explainedthe rise to power of the Medicifamily in fifteenth century Florenceas the result of a network position spanning otherwise unconnected subgroups. Burt(1983, 1992a, 1992b) described how the value of connecting differentsubgroups depends on the relativelack of other ties between bethose subgroups. By restrictingthe flow of information tween subgroups, this lack of ties creates disparitiesin the knowledge held by the differentsubgroups and enables broaccess for each subgroupto the kers to profitby providing ideas of the largernetwork. Such a disconnected network structureallows brokersto benefit because they "are well connected in several networks, ratherthan extremely central in just one" (DiMaggio,1992: 130). When the ideas are technologicalsolutions, brokersbenefit by being well connected to a range of disparateindustriesand enablingthe flow of existing solutions between those that have such knowledge and those that do not. or Social networktheory describes networks of individual actors and the relationshipsbetween them. organizational Withinthese networks, subgroups bound sets of actors that "know one another, are aware of the same kinds of opportunities, have access to the same kinds of resources, and share the same kinds of perceptions" (Burt,1983: 180). Another network perspective, actor networktheory, has emerged from studies in the social constructionof technology and presents networks as comprisingnot only actors but also the physicalartifactsand concepts with which those actors relate (e.g., Callon,1980; Latour,1987; Law, 1987). The relationshipsof this more diverse network arrange and concepts into complex orphysicalartifacts,individuals, and ganizational technologicalsystems. Just as organizations comprise networks of actors, products become "networks of juxtaposed components" (Law, 1987: 113). This expanded definitionof network elements may more accuratelyreflect the technologicalenvironmentthat IDEOdesigners face, about existing solutions resides within the where information artifactsthemselves, and brokersneed not have close ties to other actors to access that information.Forexample, in one projectwe followed, designers learnedas much about designing a new consumer productby studying the existing (and related)productsas they did from talkingto the client.
5

Evidence suggested that IDEO also brokered technological solutions between groups within client organizations (as one informant described, "we take your watch and tell you what time it is") and organizations within a single industry (though IDEO is careful to avoid intellectual property issues). We focused on brokering between industries, however, because conceptually and empirically it offers the clearest perspective on the process of technology brokering.

Subgroups in this expanded network,then, reflect relatively isolated sets of actors, technologies, and concepts. The boundariesbetween these subgroups can exist at many diforganizations,or indusferent levels, between individuals, tries; we chose to draw them between industriesbecause technologies most clearlyemerge and evolve within particular industriesyet may have potentialvalue in other industries (Basalla,1988; Hughes, 1989).5The transferof potentially valuabletechnologies to other industries,when it occurs,
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Technology Brokering

can cause significanteconomic and competitive changes (Schumpeter, 1934; Rosenberg, 1982), but gaps in the flow across industryboundariesoften prevent this of information like diffusion.Organizations IDEO,by occupying positions within multipleindustries,may bridgethese gaps. IDEO'saccess to outside industriesoffers an advantageto clients who want new productinnovations.IDEO'sdesigners have generated partor all of over 3,000 new productdesigns for clients since its formationin 1978. They have worked most heavilyin the personal computer, medical products, and office furnitureindustriesand have also designed productsfor the toy, telephone, automotive, movie, ski, bicycle, printer,and video game markets. IDEOdoes not maintaina database of clients by industry,but our research indicates it has worked in over 40 industries.Fromthese industries, IDEO'sdesigners have typicallyseen a broader range of technologies than clients with experience in only one or a few industries.The network concept of range describes the extent to which an actor contacts a diversityof other actors and can be measured in two ways, as volume of contacts or as qualityof contacts (Burt,1983). Volume measures the total numberof contacts an actor has; quality measures the extent to which an actor's contacts provide and support.The evidence suminformation nonredundant marizedin table 2 suggests that IDEO'svalue as a technology brokerdepends not only on the numberof clients and industriesit works with (volume of contacts), but also on the technologies in those industriesthat are potentiallyvaluable yet previouslyunknown in others (qualityof contacts). IDEO'sMethodology Handbookrecognizes this value: with companies in such dissimilarindustriesas "Working toys, and computers has medical instruments,furniture, given us a broadview of the latest technologies, materials, and components available." Access to dissimilarindustriesalso describes Edison's laboratoryin West Orange,which consulted to diverse clients. Millard (1990: 48) described Edison's simultaneous pursuitof electricalproductsfor clients in multipleindustries:"The exstaff tensive contract research carriedout by the laboratory opened up new areas of investigationand offered valuable that Edisonwas waitingto exploit." spilloversof information Millard (1990: 68) cited an example of this spilloverin Edison's work for differentclients in sound recordingand in telephones, both of which requiredtechnical knowledge about acoustics: "The experiments in reproducers[for recording]were paralleledby the continuingwork on telephone transmittersand receivers; as usual he was hoping that one series of experiments might turn up some informarec(1990: 48) also implicitly tion useful in another." Millard ognized the value of such access when he described the "to purpose of Edison's laboratory: bringtogether flows of the at information the rightmoment, providing basic raw materialfor the inventionfactory." IDEOhas access to dissimilarinLikeEdison's laboratory, dustries that enables it to generate new productinnovations throughtechnology brokering.In one case, a blood analyzer designed to be controlledby a separate perwas originally
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sonal computer. IDEO'sdesigners instead used their previthe ous experience designing such computers to incorporate necessary features-a circuitboard,printer,keyboard,display screen, and software interface-into the product.The result was a new and more integratedblood analyzerthat represented a relativelydramaticcombinationof existing solutions in computer and medical producttechnologies. Brokeringalso provides innovativesolutions to more common design problems. For instance, when designers became aware that a portablecomputer display lacked the room necfasteners, they developed a solution essary for traditional using modified bicycle wheel spokes as fasteners. In both of these examples, IDEO'sdesigners were able to bringtogether technologies from within and outside of their client's industryto generate innovativenew productsand solutions. IDEO'sMethodology Handbookrecommends that designers "lookfor opportunitiesto expand IDEO'snetwork and/orindustry knowledge." This may be more easily done now that IDEOis relativelylarge and alreadywell connected in a range of industriesand thus has something to offer other clients. When IDEOwas a small start-upcompany, access to disparateindustriesand technologicalknowledge was serendipitous. IDEOhas its roots in the SiliconValleyand the computer industry,and one of the early IDEOemployees described their originaladvantage:"At the time we were reallynaive, but our customer base, when we all just started, was just as naive. So, we knew just enough to be ahead of them and it worked pretty well. They were all electricalengineers and software guys. They didn't know anything about mechanicalengineeringor makingthings, and we knew just enough to be able to be useful to them." As technologies developed, the SiliconValleyand information IDEOwas able to continue creating innovativeproducts by designing the mechanicaland electromechanicalcompothe technologies as they nents surrounding new information diffused to other industries.CEODavidKelleydescribed this strategy as "being the high-technologycompany to low-technology companies." And as IDEO'sconnections to different industriesgrew, designers gained experiences with many other technologies and have providedtheir clients in the computer industrywith useful technologies, such as lowcost electric motors, new hinge designs, or new materials that were taken from these other industries. Technology brokeringis visible at the level of firms and industries, but it takes place throughthe actions of teams and people. IDEO'scontact with differenttechnologies comes engineers' contact with the industries throughthe individual where those technologies are used. For industriesin which IDEOhas multipleclients, such as the computer industry, many designers have worked with and understandthe technologies involved.For industriesin which fewer engineers have participated, such as surgicalinstruments,only a few with the prevalenttechnologies. Designers might be familiar also come into contact with potentiallyvaluablesolutions throughthe technical trainingand jobs they had before coming to IDEOand throughtheir hobbies and personal backdesigners, in part,begrounds. IDEOhas hired particular cause of their past experience in and knowledge of medical
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Technology Brokering

products, manufacturing, disk drives. In addition,IDEO and hires designers for their knowledge and interest in areas outside of their work, such as toys, bicycles, model airplanes, sailing, sculpting,farming,woodworking,music, opera, cars, motorcycles, skiing, and mountainclimbing.The broad knowledge and interests of IDEO'sengineers result in access to design solutions beyond the solutions that IDEOis exposed to in its clients' industries. Most social networkanalyses measure currentsocial relations between actors. In contrast, because an engineer's knowledge of potentialsolutions represents past as well as ongoing relations,his or her networkties to a range of industries accumulate over time. As a result, each engineer has a distinct body of technological knowledge from working with IDEOclients, from past technical trainingand work experience, and from his or her personal interests and backgrounds. The role this diverse knowledge plays in creating new products is evident in a descriptionof how one designer's personal backgroundwas the source of new solutions:
Everybody seems to have a couple of kindsof interestingbackgrounds. Fred-because he used to buildmodel airplanes-was very good at it. Model airplaneshave all these swivel and control things, and he'd bringall this kindof technology to our prototypes: little brass tubes and all these little hinges. He knew all that was possible, and he would have a bunch of stuff in his garage and he'd bringthat in and we'd make prototypesout of it. Otherpeople are into a lot of stuff. The technology of bicycles, which is actually quite developed and refined,can be appliedto so many things. People have a universallove of toys here and I think I'm the epitome of that. Toys have so many neat things to offer. They are high volume, mass production, often plastic, and very clever because they're so cheap. I especially love Japanese toys. We will bring'em out in brainstormers kindof applythe ideas to skin and staplers or mechanisms, whatever.

At IDEO,designers view their communityas a valuable clearinghousefor technologicalsolutions that they have accumulatedthroughyears of access to dozens of industries. Intheir words, this communityexperience allows them to their ideas between productsand indus"cross-pollinate" tries. A network perspective describes how IDEOis able to in exploit this cross-pollination its innovationprocess by deconditionsthat allow an actor linking scribingthe structural otherwise disconnected domains to have access to ideas that are potentiallyvaluable,but unknown,to others. Yet while this network perspective is necessary to explainthe conditionsthat make technology brokering possible, it is not sufficient to explainhow the innovationprocess occurs through brokering.Much of this creative process occurs within the firm. Solutions rarelycome to the firm at the time they are needed, to the people who need them, or in the exact forms necessary to solve the problems designers face. To understandhow designers at IDEOmake connections between existing solutions and new problems over time and across people, we need to look within the firm at the routines that designers and teams use to create new products by learningof possible solutions, rememberingthem, and retrievingthem in new forms that fit in new combinations.
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Acquisition, Storage, and Retrieval: IDEO'sInternal Routines for Technology Brokering Technology brokeringmeans that IDEO'sdesigners solve currentdesign problems by drawingon technologicalsolutions they have seen in the past. This use of shared knowledge from past experiences is the focus of conceptual work on organizational memory (Marchand Simon, 1958; Huber, 1991; Walsh and Ungson, 1991), which refers to the means that organizationsuse to retainpast stimulus-response information. Organizational memory becomes visible when individualmembers react to new demands by drawingon an organizational pool of priorresponses to similarstimuli (Walshand Ungson, 1991). Withinthe productdevelopment process, past stimulus-response information refers to past design problems and their technologicalsolutions. The means by which IDEOretains these past solutions become visible in the routines its designers use to draw on this organizationalpool of priorresponses to solve currentdesign problems. There are conflictingperspectives on the role of organizational memory in innovativeactivities such as new product development. March(1972), Weick (1979b), and others have described its programmedresponses as threats, because they increase the organization'spotentialfor unconsciously or mistakenlyinvokingingrained,but often inappropriate, behavior.Other scholars, sometimes the same scholars, have argued the opposite: that organizational memory supports organizational innovation(Cyertand March,1963; Neustadt and May, 1986; Walsh and Dewar, 1987; Kantrow,1987). By routinizing search activities in standardoperatingprocedures, organizationscan become more efficient at performing them. Organizational memory can also support innovationby retaininga broaderrange of potentialresponses, providing more options for organizational decision makers. March (1972: 427) asserted that "for most purposes, good memories make good choices." The tension between these two perspectives lies between the efficiency of "automaticretrievalprocesses" and the uncertainty that these processes will evoke responses that are "out of step with the [problems of the] present circumstances" (Walshand Ungson, 1991: 73). Whether an organization'smemory supports or undermines its abilityto innovate depends on how well its past solutions-and routinesfor drawingon those alternatives-can be adapted to fit the problems of the present circumstances. At IDEO,althoughthe design problems change constantly, past knowledge remains valuableif designers can recognize similaritiesbetween old solutions and new problems. IDEO's network position provides its designers with access to a range of disparateindustries.This vantage point enables designers to see a continuingstream of new problems to which their old solutions apply and a continuingstream of new (to IDEO) solutions that may be useful for future problems. IDEO'sorganizational memory providesthe linkbetween these solutions and problems, and thus between insearch routinesfor generatinga range dustries, by providing of alternativeresponses based on past experiences. IDEO's organizational memory can be described with the three fun732/ASQ, December 1997

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Technology Brokering

damental processes presented by Walsh and Ungson (1991): from the acquisition,retention,and retrievalof information past. Acquisition. Access to a wide range of industrieshas brought IDEO'sdesigners into contact with a wide range of technologicalsolutions; the acquisitionprocess bringsthese memory for possible use in solutions into the organizational currentand future designs (Walshand Ungson, 1991). IDEO designers acquirethese solutions by talkingto and watching new clients and others in the industry,by readingabout the industry,by lookingat and takingapartproducts in and related to those in the industry,and, finally,by designing products for that industry. Most projects at IDEObegin with clients describingtheir existing productsand their desires for the new product. IDEO's Methodology Handbooksays: "As consultants we need to quicklybecome experts in the client's productarea. We want to acclimate ourselves to the market,the buzz words, the competition.We need to orient ourselves to the major This expertise helps pitfalls,alternatives,and opportunities." IDEOdesigners to understandand work with a client's existing technologies. This ongoing process of learningfrom clients started in IDEO'searly days and remains partof all projects. A senior designer recalled:
We were learningas we went. If we didn'tknow how to do something we would never say to the customer, "we don't know how do that!" We would learnhow to do it either on the job from people withinthe customer's company or just by going out and findingout about the stuff. Now, given our experience, there's processes that we very littleabout standardmanufacturing probably don't know. But we still have the sparkcoming in because clients come in with a new technology and want to apply it and we have technology. So the exciteto come up to speed on that particular ment of keeping up on the learningprocess is there and there's also the excitement that you get when you hireyounger engineers who don't have the experience and they come up to speed very quicklyon this mass of information.

IDEO'sengineers keep "a mix of new technology coming in from the customer side" by actively searching for the potentiallyvaluabletechnologies of new industries. Knowledgeof these technologies resides in more than just the clients that approachIDEO,so designers also look to industryconsultants, users, and suppliersas sources of existing knowledge. In one projectwe followed, the design team talked about how much they learnedwhen they flew to Los Angeles to meet with an expert on the intricaciesof the materialsand physics involvedin the project. On another project,designers hiredan outside consultant,who they described as an "electromagneticinterferenceguru,"to help them with the design of a new computer. A projectto improvethe 15minute oil change offers a typicalscenario:
Ourapproachwas to understandwhat's going on, to understand and observe. So we talkedto the presidentof the client company us to see what is going on. The clients indoctrinated into the new tune-up procedures.We talked to the head trainer,the woman who the for does training all the trainersthat are training mechanics and that give demonstrativetune-ups. We talked about all the design methodology and guidelinesfor those types of products.We went

the and [centeri justwatchedandobserved ento visitthe training
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tire process. We went to some shops, watched cars being worked on, talkedto managers, looked in the back rooms. We went to trainingseminars. We just absorbed as much as we could as an objective outsider. . . they gave us all their tools and they gave us engine dummies, and so we were using the tools and doing all with what the tools sorts of stuff. We were reallygetting familiar were liketo handle,just immersingyourself as much as you possibly can into the whole realmof it. We broughtin a mechanic,we had him go througha tune-upas a group demo because we had a whole bunch of people who were going to be in the brainstorm. There were about 15 designers in the room.

The knowledge acquiredduringthese broadindustry searches was useful in this design projectand may lead to innovativesolutions in future projects. IDEOengineers also acquire knowledge by studying an industry's existing products. As the quotes in table 2 indicate, designers read industrytrade magazines and productcatalogs. They gather all availableproducts in the field, use and sometimes abuse them, and take them apartto find out how they were designed. We saw this approachby a team that was designing a kitchenappliance.The projectmanager explained:"The best way to come up with ideas is first of all to go out and look at what's out there. So, look at the existobjects, ing products, ripthem apart,then look for peripheral like toasters, blenders, and mixers. When you find technical problems you go out, look around[some more] and walk aroundrippingapartpossibly relevantproducts."Designers on this projectcollected over 100 appliancesfrom the client, stores, catalogs, and fellow designers to learnall they could about the nuances and possibilitiesof the technologies involved. goal of these learningactivities is to design an The primary innovativeproductthat performsas well as, if not better than, what previouslyexisted in the industry.While much of the knowledge acquiredduringthese activities remains in the memories of IDEO'sdesigners after a project is completed, the act of designing that new productis also an importantstep in bringingworking knowledge of these new technologies into the organization.Rosenberg (1982) deand scribed this experience as "learning-by-using," Cohen and Levinthal(1994) argued that it is criticalto a firm's absorptive capacity,or abilityto exploit emerging technologies. In creating new products, designers acquire intimate knowledge of the limitationsand possibilitiesof technologies beyond what they might have learned by only talkingabout, lookingat, or readingabout those technologies. In addition, projectteams will often develop alternativesolutions throughoutthe projectthat, while not used in the final product, represent viable alternativesfor subsequent projects. In one case, a sliding door covering a computer front panel was modeled after a garage door mechanism. The deoriginally signer builta prototype,but that design was not ultimately chosen. Anotherprojectteam was lookingfor a similarsolution and borrowedthe concept from the originalprototype. Again it was not chosen for the final design, but a thirdproject team, years later, did use it and bringit to production. To IDEO'sdesigners, existing products serve as records of the technologies in an industry.By gatheringtogether, study734/ASQ, December 1997

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Technology Brokering

ing, and ultimatelydesigning such productswhile workingon a specific project,designers acquire knowledge of these new technologies for use in both currentand future projects. But they also constantly engage in less focused and often haphazard searches that, in additionto being fun, provide them with knowledge for future projects. These searches might be entertaining"fieldtrips," like when designers went to an airplanejunkyard buy a DC-3wing, to a "robotto wars" competition,and to the BarbieHallof Fame; in each case they described the fun they had, as well as some "cool" design ideas they saw, to the rest of the company during"show and tell" at the Mondaymorningmeeting. These searches also occur through more mundane acts, like collecting new materials,catalogs, or interestingproducts,or just takinga walk to the hardwarestore to look around, which might also yield "cool ideas" that are announced during "show and tell" or at least are mentioned duringinformal conversations. Designers also told us that they helped teach and grade design classes in local schools, partlybecause it was an opportunity see new and interestingideas. to Storage. Writingson organizational memory describe storage as how an organization puts away information untilit is needed (Marchand Simon, 1958; Huber, 1991; Walsh and Ungson, 1991). At IDEO,the storage of technological knowledge became visible only as we observed the retrievalprocess in conversations, brainstorms,and other group problem-solvingactivities. Fromthese observations, however, it was evident that much of the knowledge of potentialsolutions resides in the minds of the individual designers as productsthey had seen or used before, projects they had worked on, or technologies they had read, heard, or talked about. The evidence, summarizedin table 2, indicates two types of routines at IDEOfor storing potentialtechnological solutions: routinesfor storing specific knowledge and routines for maintaining and refreshingthat knowledge untilit can be used. Routinesfor storing specific technological knowledge at 1DEO placed potentialsolutions in the memories of individual designers and in the objects and productsthat designers collected from their previouswork. One designer grew up on a farm and, in two brainstormswe attended (one on a new faucet design and another on cleaning carpets), he offered potentiallyuseful solutions based on technologies from tractors and combines. But designers do not consciously identify themselves with particular technologicaldomains;this designer, for example, also offered many solutions that did not come from his farmingbackground. Anotherdesigner talked about how his memory of design solutions was "one big pile of tools," and, while "each industryhas its own set of tools, I only remember the tools, not where they came from." Designers also keep written records of previous projects, such as brainstorming reports and partdrawings.We went to one meeting about flexible tubing in which another designer (who was not in the meeting) overheardthe discussion and interrupted.He had faced the same problemwhile on a project in another industryand offered an old brainstorming report that listed the potentiallyrelevantsolutions they had found.
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memories and written Designers augment their individual materialsby collecting, lookingat, and talkingabout products or parts of products,which act as records of existing technologies. Designers stockpile old productsand parts in their offices and hallwaysor hang them from the ceiling. Sometimes these are parts and prototypes of previous IDEOdesign efforts that act, as one designer described, like "congealed process-a three-dimensionalsnapshot of the ideas of a previous project."Sometimes they are toys, collections of productsfrom industries IDEOhas previouslyworked in, parts and assemblies collected from vendors, or objects that reflect designers' personal interests or quirks.The shelves in toy one designer's office held 23 battery-powered cars and robots, 13 differentstyles of plastic hotel keys collected during trips, a battery-lessflashlightpowered by squeezing the pump, 11 prototypes of a portablecomhandle, an industrial puter, 14 prototypes of a computer docking station, six competitive computers in various stages of disassembly, 15 binders from past projects, a pile of disk drives, a collection of toothpaste tubes he had designed, a toy footballwith wings, a pairof ski goggles he had designed, four humorous plaques awarded for past projects (e.g., "under-the-gun" awardfor workingunder pressure), a Frisbee that flies under water, and dozens of other productsand parts. This designer was especially fond of toys and spent a lot of time telling us about how his toys contained useful ideas in the form of distinctive hinges, materials,moldingfeatures, or assembly requirements. Designers routinelyloaned these objects to one anotherfor brainstormsand other parts of the design process. A group of designers took the notion of shared "cool stuff" a step furtherby fillingseveral centrallylocated file cabinets with This "technology hundredsof "cool design inspirations." good. It cabinet" was a collective ratherthan an individual was started with "donationsfrom several designers' private collections of cool stuff," and it soon became "cool" among a wider set of designers to add new "neat and strange things" and to tell other designers about what they added. One of the cabinet's self-appointedcustodians told us, "every time you look in here, something new shows up." The changes its contents include nitinol(a metal-thatpredictably shape in response to temperaturechanges), tiny fans and motors the size of a fingernail,magnetorheologicfluid (which changes viscosity when magnetized),samples of carbonfiber parts, an inflatabletoy gorilla,and samples of flexible circuitboards, all or parts of which the designers hoped one day to use in their design projects. There are also metal cases in the cabinet so that designers can transportpertinent parts of the collection to meetings in IDEOand at client companies. There are also largerproductson display,like the DC-3airplanewing and an old Texaco gas pump placed next to a new electric vehicle chargerthat IDEOdesigned for Hughes/GeneralMotors. A similarlydiverse set of objects Millard (1990: 15) quoted was evident in Edison's laboratory. Edisonas saying, "the most importantpartof an experimensaid, is tal laboratory a big scrap heap," reflecting, Millard "his relianceon a well-stocked store-roomand a collection of apparatusand equipment left over from previous experiments." LikeEdison's equipment and apparatus,artifacts
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Technology

Brokering

seem to lie aroundIDEO'soffices as remindersof interesting and potentiallyuseful technologies, patientlyawaitingthe problem. appropriate The technologicalsolutions in the minds, written records, designers are valuableonly when and productsof individual they can be retrievedeasily for use in currentprojects. IDEO maintainsthese memories in ways that are easy to access. Displayingobjects where other designers can see them makes ideas accessible, as do the constant conversations that IDEOdesigners have about who has what design knowledge. As the evidence in table 2 indicates, designers "catalog"this knowledge about one another. Ininformally formants told us that, to be valued by one's peers, it was importantto establish a reputationfor havingexpertise that is distinctivewithin the communityof IDEOdesigners. The Methodology Handbookis explicit in this advice: "become an expert in the productarea: learneverythingthat's out there." IDEOdesigners act like "gatekeepers" (Allen,1977) who bringknowledge from the outside world into organizations. Allen's gatekeepers represented a minorityof the population,but most engineers at IDEOfill this role. Each designer acts as a technology brokerwithin the internalnetwork of IDEOdesigners, bringingthe experiences of his or to her unique background bear on the problems faced by other designers and being rewardedfor doing so with reand more interesting spect from peers, more responsibility, work. Forexample, one designer who had worked in the medical industrywas respected for her knowledge of techsuch as pumps, tubnologies involvingfluidtransportation, ing, or valves. When other designers believed that such technologies might offer potentialsolutions to problems they faced, they would try to involve her in their project.As a designer put it: "The model is you become a real expert and you're recognized aroundthe company as being an expert in field. You can specialize in some design area that particular like materialsor motions or whatever and at least be recognized in the company as being reallygood at that. So, people come to you with their questions." In addition,upper-level By managers serve as quasi-librarians. knowingwho had worked previouslyon what projects, they could often direct with relevant knowledge. One infordesigners to individuals mant described the value of an upper-levelmanager:"Peter he was the best 'hub' of information; is involvedin all of the projects and knows what everyone is workingon." This indesigners with formal reference system equates individual families of technologicalsolutions. So beyond developing his or her own focused technical expertise, each designer develops broaderknowledge about which designers have which technical knowledge. This broaderknowledge grows in paralmeetings and lel with the retrievalprocess in brainstorming other social interactionslike Mondaymorningmeetings, informal lunches, and company parties. Designers displaytheir technical knowledge duringthese meetings and, in the process, teach others when it might (and might not) be useful to ask him or her for assistance. Forexample, we saw one session lapse into a five-minutelecture by a brainstorming designer on the mechanicalpropertiesof soap before the group started generating ideas again about carpet cleaning. facilitates storage beIn this way, the process of retrieval
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cause it bringstechnical knowledge back to the surface, redesigners, and refreshes the memories of the individual minds everyone else of what that designer knows. Retrieval. Retrievaldescribes those routinesthat support to the applicationof -stored information an organization's present decisions (Walshand Ungson, 1991). At IDEO,retrievalentails bringingstored knowledge of potentiallyvaluable technologicalsolutions to bear on the design problems of currentprojects. As the evidence in table 2 indicates, IDEOdesigners retrievetechnologicalsolutions throughanalogic thinkingand throughestablished routinesfor sharing the problems of currentdesign projects with other designers who have relevantand potentiallyvaluin the organization able knowledge. Technologies, in an abstractand conceptual form, carrythe potentialto address many differentproblems in many different industries. In most cases, however, designers at IDEO learnof possible technologies by seeing them in existing indusproducts, in specific forms intended to serve particular tries. To recognize the potentialvalue of a product'stechnologicalcomponents, the designers must abstractthem from their specific, past implementationbefore adaptingthem to meet the needs of the currentproblem.One designer described the simplicityof the idea behind this difficulttask: "If you take all the existing productsor thoughts on existing productsand gather them and then took the best partof each one and combined them, you'd have a better product. It is as simple as that." The way that IDEO'sdesigners take all the existing products, recognize the best partof each one, and combine them is a criticalaspect of the retrievalof memory. potentialsolutions from IDEO'sorganizational Neustadt and May (1986) argued that analogies play a critical memory because they allow individuals role in organizational to to linkpast stimulus-response information currentstimuli. Schon (1993) described the use of analogies, or Similarly, "generative metaphors,"in creative problemsolving. In productdesign, creative problemsolving draws on the organization'smemory by makinganalogies between past technologicalsolutions and currentdesign problems. Forexample, a designer workingon the hinge mechanism for the screen of a new portablecomputer might recognize the potential value of a hinge design that he or she had noticed holdingtogether the wing of a plastic toy dragon.The retrievalprocess involves generatingan analogy between this solution in its implementationas a toy's wing and particular the specific requirementsof the new design problem,a portable computer. Analogies allow productdesigners to see the portablecomputer screen momentarilyas a toy dragon's wing, to view old technologicalsolutions from a new frame of reference that allows them to recognize certain useful characteristics, such as material,design, or flexibility,and to ignore other less transferablefeatures, such as shape, size, or original use. As a result, designers can recognize potentialconnections between technologies they have seen before and their currentdesign problems. In one project,designers attempting to develop a spill-proofnozzle for a bicycle water bottle described how they recognized similaritiesbetween the
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Technology Brokering

problems of the water bottle design and a previous project designing a shampoo bottle that could hang upside down. In another, designers lookingto power a door opener on an electric vehicle chargertold us they recalledan analogous action in the pistons that open the rearwindow of a station wagon. In both of these examples, the ultimatesolution built on the principlesthat were identifiedthroughthese analogies, but not all analogies become partof the finished design. Designers will use analogies to generate a wide range of alternativesolutions to choose from. One brainstorming session on "ways to deep-clean carpets" elicited analogies to tank treads, street sweepers, tractorcombines, hairremoval devices, shavers, whips, vibratingcombs, squids, and Velcro (this last suggestion seems obligatory,and even humorouslyoffered, in all brainstormswe attended). Another on brainstorm, designing a "portablekitchencounter," retrieved potentialsolutions by drawinganalogies to jet fighter washing mawings, plastic coolers, children'sfurniture, chines, bentwood chairs, surfboards,and skis. Elements on these lists may appear unrelated,but each analogywas used to turn aspects of existing technologies into potentialsolutions for the problemat hand. Analogicthinkingis criticalto of the brokering potentiallyinnovativesolutions because it allows for acquisitionand storage of technologies in their originalimplementations,but for retrievalin forms adapted to the needs of the currentdesign problem. To recognize the potentialvalue of a technology and adapt it to disparateproducts, designers must be familiarenough for with a technology to generate analogies appropriate current designs. Thus, much of the retrievalprocess at IDEO entails bringingdesigners with knowledge of potentiallyrelevant technologies into direct contact with the problems of a sessions are one of the new design project. Brainstorming are most direct ways that such contact occurs. Brainstorms face-to-face sessions for generating ideas (Osborn,1957); throughouta projdesign teams convene them intermittently ect. Almost all IDEOdesigners participatein brainstorms, which typicallyinclude six to twelve designers who are targeted for their potentiallyrelevant knowledge in a range of technologies or industries(Sutton and Hargadon,1996). IDEO'sMethodologyHandbooktells project leaders: "Set up to brainstormers get the best at least two majorintroductory minds in the company, the collective consciousness of the office, workingon your problem."And a designer described meetings should do: what people setting up brainstorming
Lookfor others with relatedexpertise that might see the idea from a differentperspective. The most fruitfulbrainstormsin these types has of areas are when at least one participant a good deal of specific, availableknowledge from a differentarea that is still very applicable.Inthese cases, the client is probablyunawareof this new and information, we can transfera lot of detailed, implementable solutions.

with the a Forone brainstorm, designer picked participants mix of skills needed for designing ski goggles; some knew about foam materialsand their design requirements,some and knew clear plastics, some knew manufacturing, some knew skiing. IDEOuses brainstormsthroughoutthe development process, and these meetings often bringover half of project. IDEO'sdesigners into contact with a particular
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Designers create a visuallyrichenvironmentin brainstorms to help them make connections between existing product technologies and the design problems they currentlyface. Designers and brainstorm organizerstypicallybringin "tons of related hardware."One brainstorm was in a room filled with dozens of pieces from four or five vacuum cleaners plus anotherfour assembled vacuum cleaners. A designer broughtabout twenty differenttelevision remote controls into another brainstorm.One designer described his preparation for brainstorms:
When the brainstorm on a trickyproblem,I always set up what is is called a crash cart. I get one of these roll-around carts and fill it with anythingI can that is relevantand then some things that may not be even remotely relevantso that you have this big playpenfull of stuff that's sitting on the table or it's sitting on the cart:informaare tion, devices, data. Inthis way, brainstorms like a big open-book exam where you're allowed to bringstuff in.

Brainstormsare not the only arena where potentialsolutions are drawnfrom IDEO'sorganizational memory. Designers routinelyask for technical assistance at the company-wide Mondaymorningmeetings (e.g., "Who knows about sheet metal fasteners?"). They use electronic mail to broadcast questions to the firm, for example, about fasteners, materials, adhesives. A designer explained:"Thereare often things that people need help on. They put them on e-mail and there's almost always responses. If you get a question and know the answer, you just take the time and answer it and that's partof the job descriptionbecause you know you're going to get it back." Retrievalalso occurs duringinformal conversations that follow meetings or e-mails, which are facilitatedby IDEO'sopen office plan and (in Palo Alto)encounters that occur as designers walk between the seven IDEObuildingswithin a three-blockradius. Informal conversations often occur between designers who are known to face specific technical challenges (who are expected to ask for help) and designers who are known to have pertinent expertise (who are expected to give help). A designer said:
I thinkthat people here feel reallyfree about just throwingthings out just in casual conversationsin the halls. [Youask] "Oh, Lee, I got a problem,maybe you have an answer for me." You stop and on help if you've been into brainstormers some of these things before, and so have some exposure to it, or hear about it at the Monday morningmeeting and thinkabout it, or if it's obvious what someone is doing. You stop and throw your ideas out.

Analogicthinkingallows designers to take in specific implementations of technologicalsolutions yet retrieve useful solutions for new problems that could not be predictedor that are, in form, distant from the technologicalsolutions in IDEO'smemory. The intimate knowledge requiredto enable such generative metaphors requiresproblem-solving arenas in which communicationof complex problems and solutions are possible. IDEO'sbrainstorms,other scheduled meetings, e-mails, and informalconversations create such richcommunicationsand allow the retrievalof specific technologicalsolutions that often take far differentforms than those in which they entered the organization'smemory. DISCUSSION We blended network and organizational memory perspectives in a model of technology brokering that explains how
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develops innovativeproducts.This firm exone organization ploits its network position to gain knowledge of existing technologicalsolutions in some industriesthat may be potentiallyvaluablein others, but are rareor unknown. It acts these solutions to inas a technology brokerby introducing dustries where they are not known, and, in the process, creates new productsthat are originalcombinationsof existing knowledge from disparateindustries.The organization'slinks to many industriesprovideits designers with access to a broaderrange of technologicalsolutions than they would see workingin a single industry.Designers acquireand store such solutions in the organization'smemory. Then, by making analogies between new design problems and old solutions they have seen before, they retrievesuch knowledge to generate new solutions to design problems in other industries. aim of this paper was to blend network Because the primary memory perspectives in a model of techand organizational we nology brokering, have devoted limitedattentionto explaininghow IDEOencourages and supports employees to posfollow the internalroutinesthat make such brokering sible. Ourfield study suggests that the organization'srole is critical.The structureof the work, norms for collaboration, formaland informalrewardsystems, and employee selection processes may help explainwhy IDEO,and perhaps other organizations,have employees with the skilland motivation to carryout these routines. Organizational Support for Technology Brokering designFirst,the structureof work at IDEOcauses individual engiers to face a continualflow of new problems requiring neering solutions. This flow of new problems provides incentives for them to develop, and opportunitiesfor them to exploit, a wide-rangingknowledge of potentialsolutions. will IDEO'sclient base ensures that the organization encounter a range of new problems and new solutions. Withinthe however, the engineers also do not specialize organization, in any single industrybut, instead, often move to new industries after completing a single project in one industry.Engineers also often transferon and off long-termprojects to and prevent "burn-out" allow them to pursue interests in other areas. In a given year, an engineer may design portable computers, vacuum cleaners, medical products, and office furniture.One projectmanager described this lack of specialization:"As a designer you love varietyand, not having to do the same thing for years on end, it keeps you fresh and it makes you more confident that you can use something you learnedin this area and move from there." Workis also structuredso that teams are formed and disbanded projects and often pull in additionalmemaroundindividual bers for brainstormsor short bursts of effort. This movement between teams and projects not only provides designers with a wide range of experiences, it also providesthem with exposure to the skills and backgroundsof their colleagues. So the constant flow of new problems, combined with the movement of engineers from team to team and industryto industry,creates opportunitiesfor engineers to develop variedtechnologicalbackgroundsand to learnabout others' distinct knowledge and skills.
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These varied backgrounds,and awareness of what others know, enables the engineers within IDEOto act as individual technology brokersby allowingthem to draw on their own diverse technical knowledge to help others. Much of this benefit, however, depends on IDEO'sstrong norms for designers to share their disparateknowledge and help one another. We have proposed that these norms (andthe associated values) can be summarizedas an "attitudeof wisdom" (Suttonand Hargadon,1996). Buildingon Meacham's (1990) writing,people who have an attitude of wisdom are cooperative because they are neithertoo arrogantnor too insecure to ask others for help and because they treat what they know with humilityand what others know with respect. Furthermore,wise people realizethat they know things that others do not, so they constantlytell others what they know and offer others help and advice. Newcomers at IDEOare taught the attitude of wisdom at IDEOand old-timersare remindedof it by the everyday interactions of the designers, interactionsthat are most visible in organizational routines such as brainstorming Monday and morningmeetings. Brainstorms foster technology brokering at IDEOby pullingtogether groups of designers to work on an identifiedproblem. Designers call these meetings to seek the help of other designers at IDEOwho are not alreadyinvolved in that project. In doing so, they demonstrate that they are neithertoo insecure nor too arrogantto ask for help, that they are treatingwhat they know with humility and what others know with respect. One designer described brainstormsas "useful in getting detailed knowledge about your projectout so it stimulates others to suggest solutions or offer leads." Anothersaid, "The main reason I use brainstorms is to generate ideas that I know I wouldn't have on my own." The designers who attend brainstorming sessions do so because they believe they can contributedistincttechnical solutions to the problemand because, if they don't help with others' projects, the favor will not be returned. This same sense of sharingwas visible in the Mondaymorning meetings, when designers would announce problems they were workingon (e.g., "Who knows about adhesives for sheet metal?")or would present potentiallyuseful or interesting ideas they had recently seen (e.g., handingaround an example of a co-molded plastic handle with rubbergrip) during"show and tell." These interactionsmade visible the norms for asking for help, sharing knowledge, and giving help, which taught newcomers and remindedinsiders how they were expected to behave at IDEO. Third,IDEO'sformaland informalrewardsystems provide substantialsupportfor such collaboration. Top managers determine designers' pay and responsibility, and while they place weight on the numberof hours billed,compensation decisions are based largelyon informalreputationamong fellow designers and formal peer reviews. A top manager described IDEOas a "peer-orientedmeritocracy,"so pay and status are closely related. A designer emphasized, "the only way to enhance your status in the organization by is earningthe respect of your peers." Designers do earn respect from their peers through individual efforts that produced good designs, but a designer's reputationis based at
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Technology Brokering

least as much on using his or her skillto help others. A designer explained:
People realizethat the way to be respected and to get ahead is to be out there. It doesn't work just to be a grindon your project.I mean, you can do a great job on your projectand meet all your goals, but I thinkthe rewardstructureis set up in a way that if you in don't participate other stuff, that it's probably little bit of a dea merit. People don't know you as well so your capabilitiesaren'tas well understood,you're not as likelyto be invitedon projects, you're not going to be in demand. So there's a benefit for spreading your knowledge and your skills aroundbecause you get to be seen by more people and so you become more desirable.

A designer's reputationamong his or her peers is also enhanced by asking for help. Followingthe attitude of wisdom, people who don't ask for help are thought to be either too insecure or too arrogant,to lack humilityabout what they know and respect for what others at IDEOknow. One engineer compared his experiences at IDEOto other engineering "Where I worked before, you just didn'task organizations: for help. It was a sign of weakness.
. . .At

IDEO]we don't

have time to screw around.At the first hint I don't know something, I'llask 'Does anyone know about this?' The whole thing here is you've got to leverage as much as possible. You ask for help. You are expected to ask for help here." There is especially low tolerance at IDEOfor engineers who don't ask for help and then produce poor designs. One designer asserted that makingmistakes was viewed as an expected and inevitablepartof the design process. Failedor weak design efforts that represented the combined best efforts of a numberof IDEOengineers were viewed as understandable.In contrast, designers who made mistakes but had not asked for help were not easily forgiven. Other designers sometimes reprimanded them for failingto follow IDEO'smethodology, spread negative gossip about them, and, if they repeatedlyfailed to ask for help, shunned them by, for example, not invitingthem to attend brainstormsor to work on interestingprojects. Fourth,as with performanceevaluations,employee selection is done by (future)peers who look for new designers with the righttechnical knowledge and skill (including backand an grounds that bringnew design solutions into IDEO) inclination follow IDEO'swork practices and norms. A perto son is not hired unless at least ten designers express strong supportfor offering him or her a job. Furthermore, approximately 70 percent of IDEO'sengineers are graduates of StanfordUniversity'sDesign Divisionof the MechanicalEngineering Department.IDEO'sCEO, DavidKelley,is a tenured professor in the departmentand, along with at least ten other IDEOdesigners, teaches productdesign in this program. A senior designer and long-timelecturerdescribed IDEO'srelationshipwith Stanford:"I have twenty-five of my students here now. And Kelley,I'm sure, can count more like forty or fifty of the whole seventy. So we use, or have, a nice relationship with Stanford."DavidKelleyand many of IDEO'sfirst employees graduatedfrom this program,so there is much overlapbetween IDEO'sand Stanford'sdesign philosophy.As one designer and teacher put it, "We're not only following the philosophyof the Stanfordproduct design program,we're setting the philosophy.It's not clear
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who's drivingwho now." As a result, IDEOengineers (and others) who teach these design courses socialize students in IDEO'sdesign process and core norms. These IDEOengineers are also able to select newcomers from a pool of students whom they have observed workingon design projects. Promisingstudents often performsummer internships at IDEO.A senior designer said, "It's a great way to interview people. We just see these superstars coming through and they see us and they want to work here and we love to have them so we just grab them every year." In addition, the remaining30 percent or so of IDEOengineers who did not attend the Stanfordprogramusuallyfirst worked with IDEOengineers as clients or contractworkers, so they learnedabout IDEO'swork practices and core norms and were screened carefullyby insiders before being offered jobs. The result is that IDEO'sselection process not only screens potentialnew employees for pertinenttechnical skills and willingness to seek and offer help in the design process, it may also serve to instillsuch knowledge and beliefs in designers before they are hired. data from IDEOprovidehints about These preliminary means that other organizationsmay use to supportand encourage employees to act in ways that support internaltechnology brokeringroutines, so as to establish and exploit individualties to distinctive knowledge domains. By structuring work so that employees are exposed to a wide range of inemployees become well versed in didustries, individual verse, and perhaps otherwise disconnected, domains and the technologies within each. By constantlyformingand disbandingteams, employees are exposed to the diverse knowledge held by their coworkers and learnwho has what kinds of expertise within their organization.By developing and and reinforcingstrong norms for exchanging information for asking for and giving help, employees will feel comfortable asking for help, will know the rightpeople to ask for help, and those who are asked will feel compelled to help. and helpingothBy providingrewardsfor sharinginformation ers that are at least as great as the rewards for individual accomplishments, employees will cooperate ratherthan compete, or perhaps compete with one another over who and shares the greatest amount of pertinentinformation who is most helpfulon others' projects. Finally,by screening fit employees for cultural as well as technical knowledge and skill,and by relyinglargelyon what potentialemployees have shown they will do instead of what they say they can is do, an organization more likelyto be composed of people as who act, individually, technology brokersand who help their coworkers do such brokering. Directions for Future Research Oureffort to blend network and memory perspectives suggests that networktheory might be developed furtherby and combinadevoting more attentionto the transformation tion of ideas and resources as they flow through network and actors. The transformation combinationdescribed in this actions within, through individual paper occurs predominantly and not between, such actors. Networktheory describes the fragmented structureof knowledge across differentdomains and explains the value of people and organizationsposi744/ASQ, December 1997

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tioned as brokersin structuralholes. But this perspective treats network actors largelyas conduits that pass along unchanged ideas and resources to others. Littleattention is devoted to if, how, or why those ideas and resources are transformedand combined into new solutions for other actors and subgroups. IDEO,like Edison's laboratory, does more than just transfer from groups where it is plentifulto technologicalinformation groups where it is dear. IDEOacquires such information, stores it, changes it, and retrieves it to create new combinations of old things. Throughthis process, brokerscreate new value (and new knowledge) by adaptingand recombiningexisting technologicalsolutions in creatingthe specific forms of new productsand processes that meet the needs of different markets. Networktheory may be enhanced by future research that considers how brokerswho span structural holes change the ideas and resources that they transferand, how brokers'abilityto add value to ideas and additionally, resources helps them maintainand furtherexploit their network position. The purpose of an inductivestudy like the one reportedhere is to guide and inspirenew ideas, not to validateexisting ideas. The extent to which the local explanationof innovation summarizedin figure 1 develops into a more general theory of technology brokering depends on how well it, or its descendants, explains innovationin other settings. One of the first questions for future work on technology brokeringis whether or not this local model resembles innovationprocesses in other settings or is idiosyncratic the firm that to we studied. The extent to which our model generalizes to other organizationscan only be determined by hypothesistesting research in large, representativesamples of other organizationsinvolvedin creative problemsolving. A variety of existing cases suggest, however, that the process we observed at IDEOis much like that used in other organizations doing creative work. Management consultingfirms like McKinsey& Co. and Andersen Consultingprofitby bringingto client organizations management techniques that clients were often not previously aware of but that have potentialvalue to solve their currentproblems. For McKinsey,the result is reportedto be a set of clients whose "demandfor organizational knowledge and experience cuts across nearlyevery importantclient relationshipregardless of industry"(Katzenbach and Smith, 1993: 98). Takingadvantage of this position between clients and the knowledge these clients seek requiresroutines to acquire,store, and retrieve such knowledge in forms that their clients can use. To do so, McKinseyuses formal and informalmechanisms to store and retrieve potentially valuableknowledge. One example is their "RapidResponse Team," established to "respond to all requests for best current thinkingand practice by providingaccess to both documents and experienced consultants"from across the comand Smith, 1993: 98). Arthur Andersen pany (Katzenbach similarlybenefits from its abilityto brokernew solutions based on past experiences. The firm's promotionalmaterials promise to "quicklyproduce innovativesolutions" by drawing on a knowledge base that "abounds with breakthrough
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tools along with qualitativebest practices comquantitative piled from client experiences and exhaustive research,"and they promise to do so by using the formalizedroutines captured in their GlobalBest Practicesapproach(Business Week, 1996). As a result, these management consultants providetheir clients with new solutions that are combinations of (what they believe to be) the best management techniques they have seen elsewhere. Technology brokeringmay not be limitedto consultants. The firm that often finds is 3M Corporation a large manufacturing new uses for existing technologies by adaptingand introducing those technologies in new markets. The surface preparathat tion technology known as "microreplication" 3M originallydeveloped for overhead projectorsin 1964 has diffused and evolved to provide3M with innovativeproducts in electronics (magneto-optics),adhesives (smartadhesives), abrasives (structuredsurface abrasives), reflective materials (lightpoles), film (street signs and lane markers),illumination overhead (liquidcrystal displayfilm),and lenses (low-profile projectors)(Stewart, 1996). Our local model of technology brokeringmay offer insights into how organizationslike McAndersen, and 3M positionthemselves within Kinsey,Arthur a network of imperfectlyshared technological knowledge and how they acquire,store, and retrieve past technologies for implementationin new designs for other industries. Futureresearch might also focus on specifying the environments in which technology brokeringis likelyto occur. Our feature of such enviperspective suggests that the primary ronments will be a fragmentationin knowledge and communicationbetween technologicaldomains. When ideas exist in one domainthat are potentiallyvaluablein others, individuals and organizationscan create innovativenew concepts by acquiring,storing, and retrievingthese ideas in new combithese combinationsto new audinations and by transferring appears especially likelyto ocences. Technology brokering cur when new technologies are developed that have potentialvalue in a wide range of industriesbut such knowledge is not yet widely diffused. Examples include electromagnetic power at the turn of the century and information technologies in recent decades. of The general applicability electric power meant that inventors like Edison could profitby findingproblems in a wide range of industriesthat electric power could solve. In a similar,though less grand process, IDEOadapts information technologies for use in a range of industriesthat had previously lacked such knowledge. The historianHughes (1989), in language reminiscentof Marchand Olsen's (1976) garbage can model of decision making,described the creative process used by independent inventorsat the turn of the century as solutions in search of problems. The presence of technologies with potentialvalue to a broadrange of industries allowed organizationswith knowledge of these existing "solutions"to create new products routinelyby crossing industry boundariesin search of new problems. ElmerSperry, a contemporaryof Edison,whose firm pioneered the use of and gyrocompasses, stated electric motors in gyrostabilizers his rationalebehind this strategy: "If I spend a lifetime on a dynamo [i.e., electric motor] I can probablymake my little
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Technology Brokering

toward increasingthe efficiency of that machine contribution six or seven percent. Now then, there are a whole lot of [industries] that need electricity,about four or five hundredpercent, let me tackle one of those" (Hughes, 1989: 54). Theory about technology brokeringmight be advanced by considering how, given the natureof the technologies involvedand of the distribution knowledge about them, environmentsfacilitate or hamper innovationthroughbrokering. Ourevidence from IDEOalso suggests that internalroutines that exploit attachments to disare essential to organizations that face many different parate industries.Organizations problems benefit from routinesfor acquiring,storing, and retrievinga broadrange of technological knowledge when that knowledge will be useful in solving future problems. IDEOhas clear ties to a wide range of industries,but other forms of organizationsmay hold similarnetwork positions forms. There may without sharingthe same organizational for be alternativeways of organizing technology brokering that reflect differentenvironmentsand differentstrategies and result in differentsets of internalroutines. For instance, IDEOand other consultingfirms continuallyexplore the environmentfor new solutions while solving the specific problems of clients in a range of industries.Others, like Edison and Sperry,may innovate by specializingin a single, emerging technology and exploringthe environmentfor possible applicationsof that one solution. Stillother organizations may gain access to a range of industriesthroughmultiple divisions and share discoveries (andfailures)in one industry that may have potentialvalue in another. Large,multidiviaccess to sional corporations,for example, have internalized the technologies and marketneeds of differentindustries.A divisionoperatingin one industrymay brokerpotentiallyvaluable technologies to other industriesby sharing knowledge between divisions. Mueller(1975: 326) described the discovery by DuPontresearchers of Duco lacquer,which reduced the dryingtime of automotive paintfrom days to hours. film, these researchers Seeking an improvedphotographic recognized in a failed experimentthe potentialfor a new productin a wholly differentindustry.By adding pigments to film, they a congealed and useless solution for photographic created a vastly improvedautomotive lacquer.DuPont's access to such a broadrange of industriesand its internalroutines for sharingproblems and solutions turned a failed photographicfilm experiment into a highlysuccessful that have developed rouautomotive product.Organizations tines for technology brokeringmay be better able to take advantage of such serendipitous discoveries. Theoryon technology brokeringmight be enhanced by consideringthe routines that such firms use to match potentiallyvaluabletechwith needs nologies found in some parts of the organization in other parts. CONCLUSION suggests that innovation Our model of technology brokering can and should be studied by consideringboth the social structureof technological knowledge and the internalroutines of organizationsable to exploit that structure. Innovamay generalize beyond technological tion through brokering
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innovationswithin the productdevelopment process. Scientists, artists, management consultants, and others involved efforts often buildinnovativenew in creative problem-solving ideas by recombiningexisting ideas. It is an old notion that innovationsare builtfrom existing works, but the image often remains of the lone genius inventingideas from scratch. offers a perspective on innovationand Technology brokering innovatorsthat recognizes the value not of inventionbut of inventive combination.
REFERENCES Allen, Thomas J. 1977 Managing the Flow of Technology. Cambridge, MA: MIT Press. Attewell, Paul 1992 "Technology diffusion and organizational learning: The case of business computing." Organization Science, 3:1-19. Basalla, George 1988 The Evolution of Technology. New York: Cambridge University Press. Burt, Ronald S. 1983 "Range." In R. S. Burt and M. J. Minor (eds.), Applied Network Analysis: A Methodological Introduction: 176-194. Beverly Hills, CA: Sage. 1992a "The social structure of competition." In N. Nohria and R. G. Eccles (eds.), Networks and Organizations: Structure, Form, and Action: 57-91. Boston: Harvard Business School Press. 1992b Structural Holes: The Social Structure of Competition. Cambridge, MA: Harvard University Press. Business Week 1996 Advertisement for Arthur Andersen and Co. February 26, p. 85. Callon, Michel 1980 "The state and technical innovation: A case study of the electric vehicle in France." Research Policy, 9: 358-376. Cohen, Wesley M., and Daniel A. Levinthal 1994 "Fortune favors the prepared firm." Management Science, 40: 227-251. Cyert, Richard M., and James G. March 1963 A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall. DiMaggio, Paul 1992 "Nadel's Paradox revisited: Relational and cultural aspects of organizational structure." In N. Nohria and R. G. Eccles (eds.), Networks and Organizations: Structure, Form, and Action: 118-142. Boston: Harvard Business School Press. Fernandez, Roberto M., and Roger V. Gould 1994 "A dilemma of state power: Brokerage and influence in the national health policy domain." American Journal of Sociology, 99: 1455-1491. Glaser, Barney G., and Anselm L. Strauss 1967 The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine. Gould, Roger V., and Roberto M. Fernandez 1989 "Structures of mediation: A formal approach to brokerage in transaction networks." Sociological Methodology, 19: 89-126. Huber, George P. 1991 "Organizational learning: The contributing processes and the literature." Organization Science, 2: 88-115. Hughes, Thomas P. 1989 American Genesis: A Century of Invention and Technological Enthusiasm. New York: Penguin Books. Kantrow, Alan M. 1987 The Constraints of Corporate Tradition. New York: Harper & Row. Katzenbach, Jon R., and Douglas K. Smith 1993 The Wisdom of Teams: Creating the High-Performance Organization. Boston: Harvard Business School Press. Latour, Bruno 1987 Science in Action. Cambridge, MA: Harvard University Press. Law, John 1987 "Technology and heterogenous engineering: The case of Portuguese expansion." In W. E. Bijker, T. P. Hughes and T. Pinch (eds), The Social Construction of Technological Systems: 111-134. Cambridge, MA: MIT Press. March, James G. 1972 "Model bias in social action." Review of Educational Research, 44: 413-429. March, James G., and Johan P. Olsen 1976 Ambiguity and Choice in Organizations. Bergen, Norway: Universitetsforlaget. March, James G., and Herbert A. Simon 1958 Organizations. New York: Wiley. Marsden, Peter V. 1982 "Brokerage behavior in restricted exchange networks." In P. V. Marsden and N. Lin (eds.), Social Structure and Network Analysis: 201-218. Beverly Hills, CA: Sage. Meacham, John A. 1990 "The loss of wisdom." In R. J. Sternberg (ed.), The Nature of Creativity: 181-211. New York: Cambridge University Press. Merton, Robert K. 1973 The Sociology of Science: Theoretical and Empirical Investigations. Chicago: University of Chicago Press. Miles, Matthew B., and A. Michael Huberman 1994 Qualitative Data Analysis. Thousand Oaks, CA: Sage. Millard, Andre 1990 Edison and the Business of Innovation. Baltimore: Johns Hopkins University Press.

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Technology Brokering Mueller, Willard F. 1975 "The origins of the basic inventions underlying Du Pont's major product and process innovations, 1920 to 1950." In R. R. Nelson (ed.), The Rate and Direction of Inventive Activity: Economic and Social Factors: 323-358. Princeton: Princeton University Press. Neustadt, Richard E., and Ernest R. May 1986 Thinking in Time: The Uses of History for Decision Makers. New York: Free Press. Ogburn, William F. 1922 Social Change. New York: B. W. Huebsch. Osborn, Alex F. 1957 Applied Imagination. New York: Scribner. Padgett, John F., and Christopher K. Ansell 1993 "Robust action and the rise of the medici, 1400-1434." American Journal of Sociology, 98: 1259-1319. Petrovski, Henry 1992 The Evolution of Useful Things. New York: Knopf. Ribot, T. 1906 Essays on the Creative Imagination. London: Routledge & Kegan Paul. Rogers, E. M. 1983 The Diffusion of Innovation, 3rd ed. New York: Free Press. Rosenberg, Nathan 1982 Inside the Black Box. New York: Cambridge University Press. 1994 Exploring the Black Box: Technology, Economics, and History. New York: Cambridge University Press. Schon, Donald A. 1993 "Generative metaphor: A perspective on problem-setting in social policy." In A. Ortony (ed.), Metaphor and Thought: 137-163. Cambridge: Cambridge University Press. Schumpeter, Joseph 1934 The Theory of Economic Development. Cambridge, MA: Harvard University Press. Sutton, Robert I., and Andrew B. Hargadon 1996 "Brainstorming groups in context: Effectiveness in a product design firm." Administrative Science Quarterly, 41: 685-718. Stewart, Thomas A. 1996 "3M fights back." Fortune Magazine, February 5: 94-99. Torrance, E. P. 1988 "The nature of creativity as manifest in its testing." In R. J. Sternberg (ed.), The Nature of Creativity: 43-75. New York: Cambridge University Press. Usher, Abbot Payton 1929 A History of Mechanical Inventions. New York: McGrawHill. Walsh, James P., and Robert D. Dewar 1987 "Formalization and the organizational life cycle." Journal of Management Studies, 24: 21 6-231. Walsh, James P., and Gerardo R. Ungson 1991 "Organizational memory." Academy of Management Review, 16: 57-91. Weick, Karl E. 1979a The Social Psychology of Organizing. Reading, MA: Addison-Wesley. 1979b "Cognitive processes in organizations." In B. M. Staw (ed.), Research in Organizational Behavior, 1: 41-74. Greenwich, CT: JAI Press. 1992 "Agenda setting in organizational behavior: A theory focused approach." Journal of Management Inquiry, 1: 171182.

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