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You are what you drive: Environmentalist and social innovator symbolism drives electric vehicle adoption intentions
Not provided.
ARPA-E: Accelerating U.S. Energy Innovation
With aggressive commitments to mitigate the impacts of climate change and emphasis on maintaining an advantage in technological development in an increasingly globalized marketplace, the U.S. government is actively taking measures to ensure the nation’s environmental and economic health and sustainability. As part of its broader strategy, with motivation from the National Academies,(1) the United States established the Advanced Research Project Agency-Energy (ARPA-E) within the Department of Energy (DOE) through the America Competes Act in 2007.(2) The agency was allotted an initial appropriation of $400 million in 2009 as part of the American Recovery and Reinvestment Act.
WastePD, an innovative center on materials degradation
The US Department of Energy recently awarded funds to create the Center for Performance and Design of Nuclear Waste Forms and Containers (WastePD) as part of the Energy Frontier Research Center (EFRC) program. EFRCs are multi-investigator collaborations of universities, national labs and companies that “conduct fundamental research focusing on one or more “grand challenges” and use-inspired “basic research needs” identified in major strategic planning efforts by the scientific community.” The major performance parameter of nuclear waste forms is their ability to isolate the radionuclides by withstanding degradation in a repository environment over very long periods of time. So WastePD is at heart a center focused on materials degradation.
Unveiling molecular signatures of preeclampsia and gestational diabetes mellitus with multi-omics and innovative cheminformatics visualization tools
Specific lipid and protein changes characterized term preeclampsia (PRE) and gestational diabetes mellitus (GDM) and novel visualization tools were created to aid in the process.
Innovative thermal distillation method using solar heat localization
The thermal distillation uses energy to evaporate water and subsequently condense the vapor to liquid form. Waste energy from industrial processes, electricity, or solar energy are the examples of an input energy for thermal distillation systems. In this paper, we have designed, fabricated, and tested an eco-friendly and low- cost distillation system which uses solar heat localization for evaporation of water and later condense the vapor back to liquid as liquid water. The unique feature of this method is the high rate of evaporation when compared to other thermal solar distillation/desalination systems. In this method, the incoming heat is confined to the porous media where bottom layer acts a porous insulator. The capillary force in the porous structure pumps up the liquid water to the hot surface, within the porous medium, where liquid heats up and changes to vapor phase. Since there is no moving part in this method, and due to its independency to electricity, it a great candidate for deployment in remote areas that access to grid power is limited and maintenance is not feasible.
AI-Enhanced Co-Design for Next-Generation Microelectronics: Innovating Innovation (Workshop Report)
On April 6-8, 2021, Sandia National Laboratories hosted a virtual workshop to explore the potential for developing AI-Enhanced Co-Design for Next-Generation Microelectronics (AICoM). The workshop brought together two themes. The first theme was articulated in the 2018 Department of Energy Office of Science (DOE SC) “Basic Research Needs for Microelectronics” (BRN) report, which called for a “fundamental rethinking” of the traditional design approach to microelectronics, in which subject matter experts (SMEs) in each microelectronics discipline (materials, devices, circuits, algorithms, etc.) work near-independently. Instead, the BRN called for a non-hierarchical, egalitarian vision of co-design, wherein “each scientific discipline informs and engages the others” in “parallel but intimately networked efforts to create radically new capabilities.” The second theme was the recognition of the continuing breakthroughs in artificial intelligence (AI) that are currently enhancing and accelerating the solution of traditional design problems in materials science, circuit design, and electronic design automation (EDA).
AI-Enhanced Co-Design for Next-Generation Microelectronics: Innovating Innovation [Workshop Report]
In April 5-7, 2022, Sandia National Laboratories hosted a second virtual workshop to further explore the potential for developing AI-enhanced co-design for microelectronics (AICoM). This second piece in an ongoing workshop series again brought together two themes. The first theme, co-design for next generation microelectronics, was drawn from the 2018 Department of Energy Office of Science (DOE SC) “Basic Research Needs for Microelectronics” (BRN) report (DOE/SC, 2018, 2021), which called for a “fundamental rethinking” of the traditional design approach to microelectronics, in which subject matter experts (SMEs) in each microelectronics discipline (materials, devices, circuits, algorithms, etc.) work near-independently. Instead, the BRN called for a non-hierarchical, egalitarian vision of co-design, wherein “each scientific discipline informs and engages the others” in “parallel but intimately networked efforts to create radically new capabilities.” The second theme, exploiting and advancing artificial intelligence (AI) to support co-design for microelectronics, acknowledges the continuing breakthroughs in AI that are currently enhancing and accelerating solutions to traditional design problems in materials synthesis and processing, circuit design, and electronic design automation (EDA).
Development of an Innovative Inspection Tool for Superheater Tubes in Fossil Fuel Power Plants
Fossil fuel power plants are complex systems containing multiple components that require periodic health monitoring. Failures in these systems can lead to increased downtime for the plant, reduction of power, and significant cost for repairs. Inspections of the plant’s superheater tubes are typically manual, laborious, and extremely time-consuming. This is due to their small diameter size (between 1.3 and 7.6 cm) and the coiled structure of the tubing. In addition, the tubes are often stacked close to each other, limiting access for external inspection. This paper presents the development and testing of an electrically powered pipe crawler that can navigate inside 5 cm diameter tubes and provide an assessment of their health. The crawler utilizes peristaltic motion within the tubes via interconnected modules for gripping and extending. The modular nature of the system allows it to traverse through straight sections and multiple 90° and 180° bends. Additional modules in the system include an ultrasonic sensor for tube thickness measurements, as well as environmental sensors, a light detecting and ranging (LiDAR) sensor, and camera. Furthermore, these modules utilize a gear system that allows for 360° rotation and provides a means to inspect the entire internal circumference of the tubes.
Scaling Up Open Innovation Programs: Learning from NASA's Open Innovation Program
No abstract available
Innovative Relentlessly: Enabling Innovation in Aviation While Respecting Its Safety Tradition
An overview of UTM (UAS (Unmanned Aircraft Systems) Traffic Management) and UAM (Urban Air Mobility).
WKID Innovation: Solving wicked problems by scaling NASA Processes for Innovation to New Technologies
No abstract provided
Cultivating a Grassroots Aerospace Innovation Culture at NASA Ames Research Center
This paper details the adaptation of specific 'knowledge production' methods to implement a first of its kind, grassroots event that provokes a cultural change in how the NASA Ames civil servant community engages in the creation and selection of innovative ideas. Historically, selection of innovative proposals at NASA Ames Research Center is done at the highest levels of management, isolating the views and perspectives of the larger civil servant community. Additionally, NASA innovation programs are typically open to technical organizations and do not engage non-technical organizations to bring forward innovative processes/business practices. Finally, collaboration on innovative ideas and associated solutions tend to be isolated to organizational silos. In this environment, not all Ames employees feel empowered to innovate and opportunities for employee collaboration are limited. In order to address these issues, the 'innovation contest' method was adapted to create the NASA Ames Innovation Fair, a unique, grassroots innovation opportunity for the civil servant community. The Innovation Fair consisted of a physical event with a virtual component. The physical event provided innovators the opportunity to collaborate and pitch their innovations to the NASA Ames community. The civil servant community then voted for the projects that they viewed as innovative and would contribute to NASA's core mission, making this event a truly grassroots effort. The Innovation Fair website provided a location for additional knowledge sharing, discussion, and voting. On March 3rd, 2016, the 'First Annual NASA Ames Innovation Fair' was held with 49 innovators and more than 300 participants collaborating and/or voting for the best innovations. Based on the voting results, seven projects were awarded seed funding for projects ranging from innovative cost models to innovations in aerospace technology. Surveys of both innovators and Fair participants show the Innovation Fair was successful in fostering cross-organizational collaborations, soliciting participation of non-technical innovations, and increasing employee engagement in influencing the future of NASA Ames Research Center. The grassroots component of the Innovation Fair has been bench marked by the agency as a solid foundation for increasing employee engagement in the development of game changing aerospace technology and processes in support of NASA's mission.
Does geography matter? A study of technological learning and innovation in the U.S. Solar photovoltaic balance-of-systems (PV BOS) industry
Different learning channels (i.e., learning from upstream actors, local network, global codified knowledge, etc.) coexist in firms’ technological innovation processes. Although firms are exposed to globalization and convenient communication and transportation tools, researchers still argue about the role of geography in technology innovation. Geographic proximity can facilitate knowledge spillover and network-building. Localized learning and the significance of geography indicate the importance of local knowledge in innovative activities. Local knowledge tends to be more closely aligned with local firms’ technological demand and easier to understand and absorb, because they are created and applied in the same context. However, following Schumpeter, innovation researchers believe that diverse knowledge, especially knowledge from external industries and geographically distant places, is a valuable source for innovation, especially disruptive innovation. Therefore, firms must balance different learning channels, especially between localized learning and global learning. However, it is still unclear about the extent to which localized learning is important for technology innovations and which factors influence the degree of localized learning. Meanwhile, most studies in the area of localized learning usually take no account of the international dimension and the interdependent of knowledge at different geographic scales. Different learning channels (i.e., learning from upstream actors, local network, global codified knowledge, etc.) coexist in firms’ technological innovation processes. Although firms are exposed to globalization and convenient communication and transportation tools, researchers still argue about the role of geography in technology innovation. Geographic proximity can facilitate knowledge spillover and network-building. Localized learning and the significance of geography indicate the importance of local knowledge in innovative activities. Local knowledge tends to be more closely aligned with local firms’ technological demand and easier to understand and absorb, because they are created and applied in the same context. However, following Schumpeter, innovation researchers believe that diverse knowledge, especially knowledge from external industries and geographically distant places, is a valuable source for innovation, especially disruptive innovation. Therefore, firms must balance different learning channels, especially between localized learning and global learning. However, it is still unclear about the extent to which localized learning is important for technology innovations and which factors influence the degree of localized learning. Meanwhile, most studies in the area of localized learning usually take no account of the international dimension and the interdependent of knowledge at different geographic scales. To address this research gap, this paper empirically investigated firms’ learning and innovation processes in relation to the geography. The aim is to answer the following three questions: 1) how does geographic distance influence knowledge spillover; 2) how technological characteristics influence knowledge acquisition choices as regards local vs. non-local knowledge? and 3) how do local and non-local knowledge affect the quality of innovation? The subject of our empirical inquiry is photovoltaic balance-of-systems (PV BOS) components. This choice is primarily motivated by two factors: (1) large-scale deployment of distributed solar PV technologies is widely considered to be an important piece in addressing the environmental impacts of the electricity sector, making PV an important technology to study; furthermore, there is a general consensus that the biggest barrier for a wider deployment of PV is the high price of non-module components, and (2) technological aspects of non-module components of PV systems make local conditions (climate, regulation, learning networks, etc.) salient, thus affording a rich empirical setting to explore the geography-innovation-economy interactions at the local level. We find that the localization effect of technological learning in the solar PV BOS industry is at state level, the number of citations-based linkages decreases with distance, and we also find that international knowledge significantly contributes to the quality of patents, which suggests that state border might be a barrier of current knowledge spillover, and only focusing on local innovation networks is not sufficient for promoting PV BOS innovation.
Nature of innovations affecting photovoltaic system costs
Innovations improve technology costs through various kinds of engineering advancements, including changes to materials choices and device or process designs. Understanding how these innovations relate to cost change can reveal aspects of the process of technology evolution, yet developing such understanding is often not possible with a strictly quantitative approach due to data limitations. In this paper we develop a hybrid quantitative-qualitative framework for relating specific innovations to cost change by using the variables in a quantitative technology cost change model as an organizing principle. We demonstrate this framework by applying it to the cost decline in photovoltaic (PV) systems over the last five decades. This framework generates new understanding of a set of innovations that contributed to PV modules’ sustained cost decline and the more modest trends observed in balance-of-system (BOS) costs. The results show the great diversity of innovations that affected PV costs, drawing on wide-ranging fields of expertise within scientific research and practice. We find that there are differences in the characteristics of innovations that reduced the cost of PV modules compared to innovations influencing BOS costs. Numerous module innovations reduced costs by advancing manufacturing tools and processes that improved material quality. Many BOS innovations reduced costs through a combination of component design changes, integration, automation, digitalization, and standardization. Overall, most innovations in our sample affected PV hardware. However, some also target ‘soft technologies’ such as task durations through innovations like fast-track permitting, which require improved collaboration and process streamlining. This framework also provides insight into the nature of knowledge spillovers between technologies. Both module and BOS hardware innovations show the benefits of PV’s position within an ‘ecosystem’ of continuously advancing technologies in many industries, in particular semiconductors and electronics, and also point to the importance of public institutions for accelerating testing, permitting, and training.
Coordinating Innovative Technology Development at NASA
Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.
Coordinating Innovative Technology Development at NASA
Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.