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NASA NTRS2016

Space Architecture for MoonVillage

The concept of a multinational MoonVillage, as proposed by Jan Wörner of ESA, is analyzed with respect to diverse factors affecting its implementation feasibility: potential activities and scale as a function of location, technology, and purpose; potential participants and their roles; business models for growth and sustainability as compared to the ISS; and implications for the field of space architecture. Environmental and operations constraints that govern all types of MoonVillage are detailed. Findings include: 1) while technically feasible, a MoonVillage would be more distributed and complex a project than the ISS; 2) significant and distinctive opportunities exist for willing participants, at all evolutionary scales and degrees of commercialization; 3) the mixed-use space business park model is essential for growth and permanence; 4) growth depends on exporting lunar material products, and the rate and extent of growth depends on export customers including terrestrial industries; 5) industrial-scale operations are a precondition for lunar urbanism, which goal in turn dramatically drives technology requirements; but 6) industrial viability cannot be discerned until significant in situ operations occur; and therefore 7) government investment in lunar surface operations is a strictly enabling step. Because of the resources it could apply, the U.S. government holds the greatest leverage on growth, no matter who founds a MoonVillage. The interplanetary business to be built may be cause for engagement.

Sherwood, Bent↗
NASA NTRS2016

A Vision and Roadmap for Increasing User Autonomy in Flight Operations in the National Airspace

The purpose of Air Transportation is to move people and cargo safely, efficiently and swiftly to their destinations. The companies and individuals who use aircraft for this purpose, the airspace users, desire to operate their aircraft according to a dynamically optimized business trajectory for their specific mission and operational business model. In current operations, the dynamic optimization of business trajectories is limited by constraints built into operations in the National Airspace System (NAS) for reasons of safety and operational needs of the air navigation service providers. NASA has been developing and testing means to overcome many of these constraints and permit operations to be conducted closer to the airspace user's changing business trajectory as conditions unfold before and during the flight. A roadmap of logical steps progressing toward increased user autonomy is proposed, beginning with NASA's Traffic Aware Strategic Aircrew Requests (TASAR) concept that enables flight crews to make informed, deconflicted flight-optimization requests to air traffic control. These steps include the use of data communications for route change requests and approvals, integration with time-based arrival flow management processes under development by the Federal Aviation Administration (FAA), increased user authority for defining and modifying downstream, strategic portions of the trajectory, and ultimately application of self-separation. This progression takes advantage of existing FAA NextGen programs and RTCA standards development, and it is designed to minimize the number of hardware upgrades required of airspace users to take advantage of these advanced capabilities to achieve dynamically optimized business trajectories in NAS operations. The roadmap is designed to provide operational benefits to first adopters so that investment decisions do not depend upon a large segment of the user community becoming equipped before benefits can be realized. The issues of equipment certification and operational approval of new procedures are addressed in a way that minimizes their impact on the transition by deferring a change in the assignment of separation responsibility until a large body of operational data is available to support the safety case for this change in the last roadmap step.This paper will relate the roadmap steps to ongoing activities to clarify the economics-based transition to these technologies for operational use.

Cotton, William B.↗
NASA NTRS2003

Market Assessment of Forward-Looking Turbulence Sensing Systems

This viewgraph presentation provides a cost benefit analysis of three next-generation forward-looking turbulence sensing systems: X band turbulence radar system for convective turbulence, LIDAR based turbulence systems to sense clear air turbulence and a combined hybrid system. Parameters for the cost benefit analysis were established using a business model which considered injury rates, cost of injuries, indirect costs, market penetration rate estimates and product success characteristics. Topics covered include: study approach, business case equations, data acquisition, benchmark analysis. Data interpretation from the cost benefit analysis is presented. The researchers conclude that the market potential for these products is based primarily on injury cost reduction and that X band radar systems have the greatest chance for commercial success.

Kauffmann, Paul↗
NASA NTRS2014

Public-Private Collaborations with Earth-Space Benefits

The NASA Human Health and Performance Center (NHHPC) was established in October 2010 to promote collaborative problem solving and project development to advance human health and performance innovations benefiting life in space and on Earth. The NHHPC, which now boasts over 135 corporate, government, academic and non-profit members, has convened four successful workshops and engaged in multiple collaborative projects. The center is currently developing a streamlined partner engagement process to capture technical needs and opportunities of NHHPC members, facilitate partnership development, and establish and manage collaborative projects for NASA. The virtual center facilitates member engagement through a variety of vehicles, including annual inperson workshops, webcasts, quarterly electronic newsletters, web postings, and the new system for partner engagement. The most recent NHHPC workshop was conducted in November 2013 on the topic of "Accelerating Innovation: New Organizational Business Models," and focused on various collaborative approaches successfully used by organizations to achieve their goals. The powerful notion of collaboration across sectors to solve intractable problems was recently highlighted in Williams Eggers' book "The Solution Revolution,"i which provides numerous examples of how business, government and social enterprises partner to solve tough problems. Mr. Eggers was a keynote speaker at the workshop, along with Harvard Business School, Jump Associates, and the Conrad Foundation. The robust program also included an expert panel addressing collaboration across sectors, four interactive breakout sessions, and a concluding keynote on innovative ways to increase science, technology, engineering, and math (STEM) education by NASA Associate Administrator for Education, Leland Melvin. The NHHPC forum also provides a platform for international partners to interact on many topics. Members from around the world include ISS International Partner JAXA; the World Biomimetic Foundation in Spain who is interested in advancing the use of biomimicry to provide technical solutions in many industries; Satellite Application Catapult in London, England who interested in pursuing U.S. collaborations with the Space and Life Sciences Innovation Centre under development in Scotland; and DLR in Cologne, Germany who developed :envihab, a collaborative facility for partners to pursue research and technology projects of mutual interest. The NHHPC has sponsored two global networking forums on innovation by partners Wyle, NASA, and DLR, was featured in the 2013 Humans in Space Symposium Panel on "NHHPC and :envihab - reach out to Future Markets," and is working on an international meeting for Spring 2014 in Cologne with :envihab.

Davis, Jeffrey R.↗
NASA NTRS2002

Quick Fix for Managing Risks

Under a Phase II SBIR contract, Kennedy and Lumina Decision Systems, Inc., jointly developed the Schedule and Cost Risk Analysis Modeling (SCRAM) system, based on a version of Lumina's flagship software product, Analytica(R). Acclaimed as "the best single decision-analysis program yet produced" by MacWorld magazine, Analytica is a "visual" tool used in decision-making environments worldwide to build, revise, and present business models, minus the time-consuming difficulty commonly associated with spreadsheets. With Analytica as their platform, Kennedy and Lumina created the SCRAM system in response to NASA's need to identify the importance of major delays in Shuttle ground processing, a critical function in project management and process improvement. As part of the SCRAM development project, Lumina designed a version of Analytica called the Analytica Design Engine (ADE) that can be easily incorporated into larger software systems. ADE was commercialized and utilized in many other developments, including web-based decision support.

Source record↗
NASA NTRS2012

An Agent-Based Model of New Venture Creation: Conceptual Design for Simulating Entrepreneurship

There is a growing debate over the means by which regions can foster the growth of entrepreneurial activity in order to stimulate recovery and growth of their economies. On one side, agglomeration theory suggests the regions grow because of strong clusters that foster knowledge spillover locally; on the other side, the entrepreneurial action camp argues that innovative business models are generated by entrepreneurs with unique market perspectives who draw on knowledge from more distant domains. We will show you the design for a novel agent-based model of new venture creation that will demonstrate the relationship between agglomeration and action. The primary focus of this model is information exchange as the medium for these agent interactions. Our modeling and simulation study proposes to reveal interesting relationships in these perspectives, offer a foundation on which these disparate theories from economics and sociology can find common ground, and expand the use of agent-based modeling into entrepreneurship research.

Provance, Mike↗
NASA NTRS2018

Next-Generation NASA Earth-Orbiting Relay Satellites: Fusing Microwave and Optical Communications

NASA is currently considering architectures and concepts for the generation of relay satellites that will replace the Tracking and Data Relay Satellite (TDRS) constellation, which has been flying since 1983. TDRS-M, the last of the second TDRS generation, launched in August 2017, extending the life of the TDRS constellation beyond 2030. However, opportunities exist to re-engineer the concepts of geosynchronous Earth relay satellites. The needs of the relay satellite customers have changed dramatically over the last 34 years since the first TDRS launch. There is a demand for greater bandwidth as the availability of the traditional RF spectrum for space communications diminishes and the demand for ground station access grows. The next generation of NASA relay satellites will provide for operations that have factored in these new constraints. In this paper, we describe a heterogeneous constellation of geosynchronous relay satellites employing optical and RF communications. The new constellation will enable new optical communications services formed by user-to-space relay, space relay-to-space relay and space relay-to-ground links. It will build upon the experience from the Lunar Laser Communications Demonstration from 2013 and the Laser Communications Relay Demonstration to be launched in 2019.Simultaneous to establishment of the optical communications space segment, spacecraft in the TDRS constellation will be replaced with RF relay satellites with targeted subsets of the TDRS capabilities. This disaggregation of the TDRS service model will allow for flexibility in replenishing the needs of legacy users as well as addition of new capabilities for future users. It will also permit the U.S. government access to launch capabilities such as rideshare and to hosted payloads that were not previously available. In this paper, we also explore how the next generation of Earth relay satellites provides a significant boost in the opportunities for commercial providers to the communications space segment. For optical communications, the backbone of this effort is adoption of commercial technologies from the terrestrial high-bandwidth telecommunications industry into optical payloads. For RF communications, the explosion of software-defined radio, high-speed digital signal processing technologies and networking from areas such as 5G multicarrier will be important. Future commercial providers will not be limited to a small set of large aerospace companies. Ultimately, entirely government-owned and -operated satellite communications will phase out and make way for commercial business models that satisfy NASAs satellite communications requirements. The competition being provided by new entrants in the space communications business may result in a future in which all NASA communications needs can be satisfied commercially.

Space Communications↗
NASA NTRS2018

Next-Generation NASA Earth-Orbiting Relay Satellites: Fusing Optical and Microwave Communications

NASA is currently considering architectures and concepts for the generation of relay satellites that will replace the Tracking and Data Relay Satellite (TDRS) constellation, which has been flying since 1983. TDRS-M, the last of the second TDRS generation, launched in August 2017, extending the life of the TDRS constellation beyond 2030. However, opportunities exist to re-engineer the concepts of geosynchronous Earth relay satellites. The needs of the relay satellite customers have changed dramatically over the last 34 years since the first TDRS launch. There is a demand for greater bandwidth as the availability of the traditional RF spectrum for space communications diminishes and the demand for ground station access grows. The next generation of NASA relay satellites will provide for operations that have factored in these new constraints. In this paper, we describe a heterogeneous constellation of geosynchronous relay satellites employing optical and RF communications. The new constellation will enable new optical communications services formed by user-to-space relay, space relay-to-space relay and space relay-to-ground links. It will build upon the experience from the Lunar Laser Communications Demonstration from 2013 and the Laser Communications Relay Demonstration to be launched in 2019.Simultaneous to establishment of the optical communications space segment, spacecraft in the TDRS constellation will be replaced with RF relay satellites with targeted subsets of the TDRS capabilities. This disaggregation of the TDRS service model will allow for flexibility in replenishing the needs of legacy users as well as addition of new capabilities for future users. It will also permit the U.S. government access to launch capabilities such as rideshare and to hosted payloads that were not previously available.In this paper, we also explore how the next generation of Earth relay satellites provides a significant boost in the opportunities for commercial providers to the communications space segment. For optical communications, the backbone of this effort is adoption of commercial technologies from the terrestrial high-bandwidth telecommunications industry into optical payloads. For RF communications, the explosion of software-defined radio, high-speed digital signal processing technologies and networking from areas such as 5G multicarrier will be important. Future commercial providers will not be limited to a small set of large aerospace companies. Ultimately, entirely government-owned and -operated satellite communications will phase out and make way for commercial business models that satisfy NASA's satellite communications requirements. The competition being provided by new entrants in the space communications business may result in a future in which all NASA communications needs can be satisfied commercially.

Space Communications↗
NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency s increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HHPD functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗
NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency's increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HH&P functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-­‐ based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗
NASA NTRS2008

Best Buy: Planning for Disaster

When a 1981 tornado in Minnesota revolutionized the retail approach of Sound of Music, which later changed its name to the now very familiar Best Buy, those who founded the company never imagined that a series of hurricanes twenty years later would also help give it a cutting-edge lead in customer service and disaster planning. That original "Tornado Sale'' introduced low prices in a "no-frills" environment that gave the company higher sales than the industry average and paved the way to a new business model. But before Best Buy could find the silver lining of these new storm clouds., it needed to survive them by planning for the destructive weather that plagued Florida during the summer of 2004. Having seen the power of listening to its employees and customers, Best Buy now seeks to capture their thoughts and feedback about other elements of the business.

Sachs, Adam↗
NASA NTRS2006

Cost Analysis for Large Civil Transport Rotorcraft

This paper presents cost analysis of purchase price and DOC+I (direct operating cost plus interest) that supports NASA s study of three advanced rotorcraft concepts that could enter commercial transport service within 10 to 15 years. The components of DOC+I are maintenance, flight crew, fuel, depreciation, insurance, and finance. The cost analysis aims at VTOL (vertical takeoff and landing) and CTOL (conventional takeoff and landing) aircraft suitable for regional transport service. The resulting spreadsheet-implemented cost models are semi-empirical and based on Department of Transportation and Army data from actual operations of such aircraft. This paper describes a rationale for selecting cost tech factors without which VTOL is more costly than CTOL by a factor of 10 for maintenance cost and a factor of two for purchase price. The three VTOL designs selected for cost comparisons meet the mission requirement to fly 1,200 nautical miles at 350 knots and 30,000 ft carrying 120 passengers. The lowest cost VTOL design is a large civil tilt rotor (LCTR) aircraft. With cost tech factors applied, the LCTR is reasonably competitive with the Boeing 737-700 when operated in economy regional service following the business model of the selected baseline operation, that of Southwest Airlines.

Coy, John J.↗
NASA NTRS2009

Effective Materials Property Information Management for the 21st Century

This paper discusses key principles for the development of materials property information management software systems. There are growing needs for automated materials information management in various organizations. In part these are fueled by the demands for higher efficiency in material testing, product design and engineering analysis. But equally important, organizations are being driven by the need for consistency, quality and traceability of data, as well as control of access to sensitive information such as proprietary data. Further, the use of increasingly sophisticated nonlinear, anisotropic and multi-scale engineering analyses requires both processing of large volumes of test data for development of constitutive models and complex materials data input for Computer-Aided Engineering (CAE) software. And finally, the globalization of economy often generates great needs for sharing a single "gold source" of materials information between members of global engineering teams in extended supply chains. Fortunately, material property management systems have kept pace with the growing user demands and evolved to versatile data management systems that can be customized to specific user needs. The more sophisticated of these provide facilities for: (i) data management functions such as access, version, and quality controls; (ii) a wide range of data import, export and analysis capabilities; (iii) data "pedigree" traceability mechanisms; (iv) data searching, reporting and viewing tools; and (v) access to the information via a wide range of interfaces. In this paper the important requirements for advanced material data management systems, future challenges and opportunities such as automated error checking, data quality characterization, identification of gaps in datasets, as well as functionalities and business models to fuel database growth and maintenance are discussed.

Ren, Weiju↗
NASA NTRS2005

Spinoff 2005

Topics covered include: Lighting the Way for Quicker, Safer Healing; Discovering New Drugs on the Cellular Level; Hydrogen Sensors Boost Hybrids; Today s Models Losing Gas?; 3-D Highway in the Sky; Popping a Hole in High-Speed Pursuits; Monitoring Wake Vortices for More Efficient Airports; From Rockets to Racecars; All-Terrain Intelligent Robot Braves Battlefront to Save Lives; Keeping the Air Clean and Safe--An Anthrax Smoke Detector; Lightning Often Strikes Twice; Technology That's Ready and Able to Inspect Those Cables; Secure Networks for First Responders and Special Forces; Space Suit Spins; Cooking Dinner at Home--From the Office; Nanoscale Materials Make for Large-Scale Applications; NASA s Growing Commitment: The Space Garden; Bringing Thunder and Lightning Indoors; Forty-Year-Old Foam Springs Back With New Benefits; Experiments With Small Animals Rarely Go This Well; NASA, the Fisherman's Friend; Crystal-Clear Communication a Sweet-Sounding Success; Inertial Motion-Tracking Technology for Virtual 3-D; Then Why Do They Call Earth the Blue Planet?; Valiant 'Zero-Valent' Effort Restores Contaminated Grounds; Harnessing the Power of the Sun; Water and Air Measures That Make 'PureSense'; Remote Sensing for Farmers and Flood Watching; Pesticide-Free Device a Fatal Attraction for Mosquitoes Making the Most of Waste Energy Washing Away the Worries About Germs Celestial Software Scratches More Than the Surface A Search Engine That's Aware of Your Needs Fault-Detection Tool Has Companies 'Mining' Own Business; Software to Manage the Unmanageable; Tracking Electromagnetic Energy With SQUIDs; Taking the Risk Out of Risk Assessment; Satellite and Ground System Solutions at Your Fingertips; Structural Analysis Made 'NESSUSary'; Software of Seismic Proportions Promotes Enjoyable Learning; Making a Reliable Actuator Faster and More Affordable; Cost-Cutting Powdered Lubricant NASA s Radio Frequency Bolt Monitor: A Lifetime of Spinoffs Going End to End to Deliver High-Speed Data; Advanced Joining Technology: Simple, Strong, and Secure; Big Results From a Smaller Gearbox; Low-Pressure Generator Makes Cleanrooms Cleaner; and The Space Laser Business Model.

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NASA NTRS1988

The economics of satellite retrieval

The economics of space operations with and without the Space Station have been studied in terms of the financial performance of a typical communications-satellite business venture. A stochastic Monte-Carlo communications-satellite business model is employed which includes factors such as satellite configuration, random and wearout failures, reliability of launch and space operations, stand-down time resulting from failures, and insurance by operation. Financial performance impacts have been evaluated in terms of the magnitude of investment, net present value, and return on investment.

Price, Kent M.↗
NASA NTRS2002

NASA Langley/CNU Distance Learning Programs

NASA Langley Research Center and Christopher Newport University (CNU) provide, free to the public, distance learning programs that focus on math, science, and/or technology over a spectrum of education levels from K-adult. The effort started in 1997, and we currently have a suite of five distance-learning programs. We have around 450,000 registered educators and 12.5 million registered students in 60 countries. Partners and affiliates include the American Institute of Aeronautics and Astronautics (AIAA), the Aerospace Education Coordinating Committee (AECC), the Alliance for Community Media, the National Educational Telecommunications Association, Public Broadcasting System (PBS) affiliates, the NASA Learning Technologies Channel, the National Council of Teachers of Mathematics (NCTM), the Council of the Great City Schools, Hampton City Public Schools, Sea World Adventure Parks, Busch Gardens, ePALS.com, and Riverdeep. Our mission is based on the "Horizon of Learning," a vision for inspiring learning across a continuum of educational experiences. The programs form a continuum of educational experiences for elementary youth through adult learners. The strategic plan for the programs will evolve to reflect evolving national educational needs, changes within NASA, and emerging system initiatives. Plans for each program component include goals, objectives, learning outcomes, and rely on sound business models. It is well documented that if technology is used properly it can be a powerful partner in education. Our programs employ both advances in information technology and in effective pedagogy to produce a broad range of materials to complement and enhance other educational efforts. Collectively, the goals of the five programs are to increase educational excellence; enhance and enrich the teaching of mathematics, science, and technology; increase scientific and technological literacy; and communicate the results of NASA discovery, exploration, innovation and research. All pre-college distance learning programs support the national mathematics, science, and technology standards; support K-12 systemic change; involve educators in their development, implementation, and evaluation; and are based on alliances and partnerships. In addition the programs seek to invoke a sense of geographic, ethnic and cultural diversity by featuring schools from all over the U.S.; schools from urban, suburban, and rural areas; public, private, and religious schools; and schools with large populations of African-American, Asian and Hispanic students.

Caton, Randall↗
NASA NTRS2004

Tree-mendous Timber Evaluation

Funded and administered by NASA, the Affiliated Research Center (ARC) program transfers geospatial technologies from the Space Agency and participating universities to commercial companies, non-profit and trade organizations, and tribal governments. The origins of the ARC program date back to 1988, when NASA's Stennis Space Center initiated the Visiting Investigator Program to bring industry closer to spatial information technologies. The success of this trial program led to an expansion into the ARC program, whose goal is to enhance competitiveness of U.S. industries through more efficient use of remote sensing and related technologies. NASA's ARC program served as the foundation for the development of International Hardwood Resources, which then grew into Falcon Informatics with the acquisition of a technology from a European software company and a change of business models. Doylestown, Pennsylvania-based Falcon Informatics is now a world-leading information services company that combines in-depth timber industry experience with state-of-the-art software to serve the needs of national governments, international paper companies, and timber-investment management organizations.

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NASA NTRS2007

Journal of Air Transportation, Volume 12, No. 1

Topics discussed include: a) Data Mining Methods Applied to Flight Operations Quality Assurance Data: A Comparison to Standard Statistical Methods; b) Financial Comparisons across Different Business Models in the Canadian Airline Industry; c) Carving a Niche for the "No-Frills" Carrier, Air Arabia, in Oil-Rich Skies; d) Situational Leadership in Air Traffic Control; and e) The Very Light Jet Arrives: Stakeholders and Their Perceptions.

Bowers, Brent D.↗