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The purpose of this paper is to examine how the spanning of inter‐organizational weak ties and technological boundaries influences knowledge brokering.

The paper is based on original fieldwork and employs a case study research design, investigating a Danish HTSF's inter‐organizational activities.

The findings show how an inter‐organizational search that crosses technological boundaries and is based on a network structure of weak ties can imply a reduced risk of unwanted knowledge spill‐over.

By not engaging in strong tie collaborations a knowledge brokering organization can reduce the risk of unwanted knowledge spill‐over. The risks and opportunities of knowledge spill‐over furthermore rely on the nature of the technology involved and to what extent technological boundaries are crossed.

An organization that can span both technological boundaries and weak ties is in a unique knowledge brokering position. The findings indicate how the barriers of an open transfer of complex knowledge across weak ties can be partially overcome by letting an R&D department be the networking department.

Very little research has examined the organizational processes at stake when spanning organizational, technological and network boundaries.