At Reebok, the cushioning in a best-selling basketball shoe reflects technology borrowed from intravenous fluid bags. And at IDEO, developers designed a leak-proof water bottle using the technology from a shampoo bottle top. These examples show how so-called “peripheral” knowledge — that is, ideas from domains that are seemingly irrelevant to a given task — can influence breakthrough innovation. But how does such information make its way into the creative process, and can managers increase the likelihood that it will? Recent Wharton research attempts to answer those questions.
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »