Competing Research Traditions in American Industry: Uncertain Alliances between Engineering and Science at Westinghouse Electric, 1886–1935

Abstract

Westinghouse Electric opened a new research laboratory near the company’s main factory in East Pittsburgh, Pennsylvania, in 1916. Located in the suburban borough of Forest Hills, the laboratory was set up to provide scientific knowledge for the older materials testing and product development laboratories at the factory. Unlike its industrial counterparts, however, the Forest Hills laboratory was dominated by a strong engineering research tradition that disrupted efforts undertaken in the 1920s and again in the 1930s to build and sustain a diversified fundamental research program. Whereas Eastman Kodak, DuPont, AT&T, and General Electric had successfully integrated fundamental research into their corporate laboratories, the Forest Hills laboratory remained the site of recurring tensions between two cultures of innovation—one based on fundamental science, the other on engineering research. Although such tensions often resulted in competing research strategies, managerial conflicts, and mismatched corporate priorities, the long-standing culture of engineering research contributed far more to Westinghouse’s strategic growth than even the most advanced fundamental research. More generally, the interactions between the cultures of engineering and science that characterize the early history of industrial research at Westinghouse highlight the evolving and sometimes conflicting patterns of technological innovation and organizational change in American industry before World War II.