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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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All sources NASA NTRS DOE OSTI

DOE OSTI2021

2021 ATR Strategic Plan

Collaborative development of nuclear energy science and technology by three major sectors—academia, the commercial nuclear power industry, and the federal government—is key to meeting the challenges of nuclear energy. All three share a common need for experimental capabilities, whether for basic science investigations, applied research in nuclear fuels and materials, or validation of data. The Advanced Test Reactor (ATR) provides the unique irradiation capabilities to support the need.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

NASA NTRS2007

Food Supplement Reduces Fat, Improves Flavor

Diversified Services Corporation, seeking to develop a new nutritional fat replacement and flavor enhancement product, took advantage of the NASA Glenn Garrett Morgan Commercialization Initiative (GMCI) for technology acquisition and development and introductions to potential customers and strategic partners. Having developed and commercialized the product, named Nurtigras, the company is now marketing it through its subsidiary, H.F. Food Technologies Inc. The Nutrigras fat substitute is available in liquid, gel, or dry form and can be easily customized to the specific needs of the food manufacturer. It is primarily intended for use as a partial replacement for animal fat in beef patties and other normally high-fat meat products, and can also be used in soups, sauces, bakery items, and desserts. In addition to the nutritional benefits, the fat replacement costs less than the food it replaces, and as such can help manufacturers reduce material costs. In precooked products, Nutrigras can increase moisture content and thereby increase product yield. The company has been able to repay the help provided by NASA by contributing to the Space Agency's astronaut diet-the Nutrigras fat substitute can be used as a flavor enhancer and shelf-life extender for food on the ISS.

Source record↗

NASA NTRS2019

Current NASA In-Situ Resource Utilization (ISRU) Strategic Vision

Perform development to TRL 5/6 through ground demonstration in relevant environment. Perform component/subscale subsystem flight demonstrations on small/mid-size landers. Assess and characterize water in volatiles in lunar polar shadowed regions and craters. Reduce risk of ISRU for mission critical consumables through Integrated End-to-End Flight Demonstrations (pilot scale). Establish initial Human Mission Scale production capability to promote sustainable operations and as anchor for commercial involvement. Identify and characterize polar region environment and resources/volatiles for Science and future Exploration/Commercial applications. Provide ground-truth physical, mineral, and water/volatile resource characteristic information at multiple locations to provide geological context for science-focused theories of volatile placement and initial mining assessments.Test technologies and processes to reduce risk of future extraction/mining systems. Quantify concentration and lateral/vertical distribution of resources/volatiles. Utilize ISRU capabilities to Extend and Enhance Human Lunar Exploration Missions. Provide oxygen (and fuel) to enable reusable human lunar lander (10+ MT/yr O2)Process carbon-based crew waste/trash into gases and propellants; can reduce logistics while minimizing public perception issues (alternative is conversion to radiation shielding). Scavenge unused propellants and hardware from spent landers. Metal extraction from regolith as feedstock for in situ and in space manufacturing demonstrations. Civil engineering and construction aimed at future outpost/infrastructure build-up. Develop and Demonstrate ISRU for Human Mars Missions. ISRU for propellant production (10-15 MT/yr); Liquefy, store, transfer, and refuel ascent vehicle. Use Moon for operational experience and mission validation for Mars: Pre-deployment & remote activation and operation without crew. Storing and transferring mission consumables Landing crew with empty tanks with ISRU propellants already made and waiting. Support/Promote Commercialization of Space. Large scale polar ice mining (100+ MT/yr water)O2/H2 propulsion for landers/cis-lunar transportation with surface and in space depots. In situ construction and energy expansion at mining and human outpost site(s). ISRU Ground Development. Develop and advance ISRU technologies to enable acquisition of resources and processing into mission consumables. Utilize Multi-center collaboration with a portfolio that includes internal NASA work, external contracts, and collaborative agreements/partnerships. Where appropriate, develop lunar ISRU components and subsystems with a Mars-forward application. Engage industry through public-private partnerships to lay the foundation for long-term lunar and space economic development. Spin-in/spin-out technologies for terrestrial applications and industry (mining, oil & gas, alternative energy, construction). Flight Demonstration Path to Operational ISRU. Utilize small demonstrations with near off-the-shelf hardware to obtain critical information quickly on lunar resources and operations. Demonstrate critical technologies and processes that interact with lunar materials and environments. Perform 'pilot plant' demonstrations at architecture relevant scales and durations to reduce the risk for ISRU-provided products for critical human mission applications.

In-situ Resource Utilization↗

DOE OSTI2022

National Smart Manufacturing Strategic Plan: To Facilitate More Rapid Development, Deployment and Adoption of Smart Manufacturing Technologies

Smart manufacturing technologies provide real-time data and insight to improve the productivity, efficiency, and competitiveness of U.S. manufacturing, creating the potential for new jobs in the manufacturing sector. These technologies can support U.S. manufacturers’ ability to increase throughput and energy efficiency, and decrease waste, defects, and costs. A wide range of manufacturing and industrial subsectors, particularly energy-intensive and energy-dependent industries, have the potential to benefit from smart manufacturing technologies. There are technical improvements still needed to reduce the costs and barriers (trained workforce and upskilling, software-hardware integration, cost, and technical barriers to deployment of advanced sensors, computing, and communication technologies for existing manufacturing assets) to the adoption of smart manufacturing technologies, especially to small and medium-sized manufacturers, and subsequently, increase the overall adoption rate of smart manufacturing technologies. This report outlines the Department of Energy’s (DOE) strategic plan to accelerate the development and implementation of smart manufacturing technologies in the United States and the actions DOE has taken to use these technologies in smart manufacturing for the United States. DOE’s plan to facilitate more rapid development, deployment and widespread adoption of smart manufacturing technologies derive from the 2018 Strategy for American Leadership in Advanced Manufacturing. The strategy outlines a vision for America’s leadership in advanced manufacturing including the development of intelligent manufacturing systems to optimize manufacturing facilities and support the manufacturing of transformative materials. DOE’s Clean Energy Smart Manufacturing Innovation Institute (CESMII), a Manufacturing USA Institute, focuses on accelerating the development and adoption of advanced sensors, controls, platforms, and models needed for smart manufacturing. The objective is to enhance U.S. manufacturing productivity and global competitiveness through the research and development of these technologies. Smart manufacturing has the potential to improve the overall performance, energy productivity, and efficiency of manufacturing, fostering the economic competitiveness of the manufacturing sector.

99 GENERAL AND MISCELLANEOUS↗

NASA NTRS2021

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate. The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of the Chief Technologist (OCT) serves as a trusted authority to inform technology strategy and advocacy at the agency, enabling future missions and advancing U.S. economic competitiveness. Specifically, OCT coordinates and uses inputs from abroad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OCT develops the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OCT has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OCT as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗

NASA NTRS1995

Air pollution control system research: An iterative approach to developing affordable systems

This paper describes a Strategic Environmental Research and Development Program (SERDP) funded project led jointly by the Marine Corps Multi-Commodity Maintenance Centers, and the Air and Energy Engineering Research Laboratory (AEERL) of the USEPA. The research focuses on paint booth exhaust minimization using recirculation, and on volatile organic compound (VOC) oxidation by the modules of a hybrid air pollution control system. The research team is applying bench, pilot and full scale systems to accomplish the goals of reduced cost and improved effectiveness of air treatment systems for paint booth exhaust.

Watt, Lewis C.↗

NASA NTRS1989

Identification of a cast iron alloy containing nonstrategic elements

A program was performed to address the mechanical and environmental needs of Stirling engine heater head and regenerator housing components, while reducing the dependence on strategic materials. An alloy was developed which contained no strategic elemental additions per se. The base is iron with additions of manganese, molybdenum, carbon, silicon, niobium, and ferro-chromium. Such an alloy should be producible on a large scale at very low cost. The resulting alloy, designated as NASAUT 4G-Al, contained 15 Mn, 15 Cr, 2 Mo, 1.5 C, 1.0 Si, 1.0 Nb (in weight percent) with a balance of Fe. This alloy was optimized for chemistry, based upon tensile strength, creep-rupture strength, fracture behavior, and fatigue resistance up to 800 C. Alloys were also tested for environmental compatibility. The microstructure and mechanic properties (including hardness) were assessed in the as-cast condition and following several heat treatments, including one designed to simulate a required braze cycle. The alloy was fabricated and characterized in the form of both equiaxed and columnar-grained castings. The columnar grains were produced by directional solidification, and the properties were characterized in both the longitudinal and transverse orientations. The NASAUT 4G-Al alloy was found to be good in cyclic-oxidation resistance and excellent in both hydrogen and hot-corrosion resistance, especially in comparison to the baseline XF-818 alloy. The mechanical properties of yield strength, stress-rupture life, high-cycle-fatigue resistance, and low-cycle-fatigue resistance were good to excellent in comparison to the current alloy for this application, HS-31 (X-40), with precise results depending in a complex manner on grain orientation and temperature. If required, the ductility could be improved by lowering the carbon content.

Cooper, C. V.↗

DOE OSTI2020

NRIC EBR-II Test Bed Pre-Conceptual Design Report

Authorized by the Nuclear Energy Innovation Capabilities Act (NEICA), the National Reactor Innovation Center (NRIC) provides private sector technology developers access to strategic infrastructures and assets for commercial nuclear energy research, development, demonstration, and deployment activities. The mission is to support a timely and cost-effective path to the licensing and commercialization of new nuclear energy systems. To meet these needs, NRIC is developing two test beds at Idaho National Laboratory (INL). The ZPPR Test bed (ZTB) and the EBR-II Test bed (ETB). The EBR-II test bed will support the demonstration of systems that operate at less than 10 MWt. The baseline objective is for the EBR-II Dome to act as a safety significant containment structure capable of siting reactors that utilize Safeguards Category 4 material for operations. The major areas addressed in the pre-conceptual design include: • Installation of an access door • Electrical Power • Heat Removal • Ventilation in the Dome • Module handling system Along with the design for ETB a concept of operations (COP) has also been developed. The COP is intended to facilitate a common understanding of ideas, challenges, and issues. As systems continue to evolve in complexity System Engineers and Project Directors will utilize the COP to develop and sustain a common vision of the system for stakeholders.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

DOE OSTI2020

ZPPR Test Bed (ZTB) Pre-Conceptual Design Report

Authorized by the Nuclear Energy Innovation Capabilities Act (NEICA), the National Reactor Innovation Center (NRIC) provides private sector technology developers access to strategic infrastructures and assets for commercial nuclear energy research, development, demonstration, and deployment activities. The mission is to support a timely and cost-effective path to the licensing and commercialization of new nuclear energy systems. To meet these needs, NRIC is developing two reactor demonstration test beds at Idaho National Laboratory (INL), the ZPPR Test bed (ZTB) and the EBR-II Test bed (ETB). ZTB will support the demonstration of systems that operate at less than 500 kWt. The baseline objective is for the ZPPR Cell to act as a confinement structure capable of siting reactors that utilize Safeguards Category 1 material for operations. The major areas addressed in the pre-conceptual design include: • Installation of an access door • Electrical Power • Heat Removal • Ventilation in the Cell • Reactor Installation Along with the design for ZTB, a concept of operations (COP) has also been developed. The COP is intended to facilitate a common understanding of ideas, challenges, and issues. As systems continue to evolve in complexity System Engineers and Project Directors will utilize and update the COP to develop and sustain a common vision of the system for stakeholders.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

NASA NTRS1992

The Canadian Space Agency, Space Station, Strategic Technologies for Automation and Robotics Program technology development activity in protection of materials from the low Earth orbit space environment

The Strategic Technologies in Automation and Robotics (STEAR) program is managing a number of development contracts to improve the protection of spacecraft materials from the Low Earth Orbit (LEO) space environment. The project is structured in two phases over a 3 to 4 year period with a budget of 3 to 4 million dollars. Phase 1 is designed to demonstrate the technical feasibility and commercial potential of a coating/substrate system and its associated application process. The objective is to demonstrate a prototype fabrication capability using a full scale component of a commercially viable process for the protection of materials and surface finishes from the LEO space environment, and to demonstrate compliance with a set of performance requirements. Only phase 1 will be discussed in this paper.

Francoeur, J. R.↗

NASA NTRS2000

Strategic Project Management at the NASA Kennedy Space Center

This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

Lavelle, Jerome P.↗

NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗

NASA NTRS2025

Provider of Services for Urban Air Mobility (PSU) Prototype Simulation (X5) Final Report

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and air traffic automation technologies. NASA has conducted a series of simulations, called the X-series simulation, to evaluate the UAM concept of operations and support the development of airspace procedures and services for UAM operations. The simulation called “X5” was conducted in 2023 to test a Provider of Services for UAM (PSU) prototype developed by NASA for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In this simulation, two strategic conflict management capabilities, Demand-Capacity Balancing and Sequencing and Scheduling, were further investigated. This document describes the UAM system architecture modeled, the X5 simulation environment to be executed (e.g., traffic scenario and UAM airspace construct), and the strategic conflict management processes developed and evaluated in this study. Then, the simulation results are provided using several system performance metrics, such as the number of operations planned and activated, demand-capacity imbalances detected and resolved, and pre-departure delays. Based on these metrics, the test findings and lessons learned from this simulation are discussed. NASA developed a PSU prototype as part of a reference implementation of UAM system architecture and evolved strategic conflict management capabilities for UAM operations from the previous collaborative simulations with industry partners. Below is the summary of the achievements: - Aligned NASA’s UAM reference architecture with the FAA’s UAM ConOps notional architecture - Extended UAM airspace management capabilities to include 1) Demand-Capacity Balancing (DCB) to ensure operators coordinate planned usage of shared vertiports, and 2) Sequencing and Scheduling (S&S) at UAM corridor entry and exit points to help facilitate an orderly flow of traffic - Defined the PSU information exchange APIs and requirements towards informing industry standards - Developed and tested a NASA PSU prototype as reference implementation to validate the requirements and APIs - Developed a prototype service connecting NASA’s PSU and the FAA system for testing future PSU-ATM interface requirements - Tested NASA-developed assumptions for UAM operations such as airspace design, procedures, vehicle performance, and strategic conflict management methods to inform future Cooperative Operating Practices (COPs) development with industry - Evaluated system performance metrics such as number of simultaneous operations and ground delays that can help define system-level requirements. The simulation results showed that the UAM traffic demand could be managed to minimize the needs of tactical separation provision with ground delays assigned by DCB and S&S. These accomplishments and the lessons learned from the PSU Prototype X5 simulation activities will be valuable inputs for the Air Mobility Pathfinders (AMP) project, which is NASA’s new project to create and evaluate a reference architecture for safe, secure, and scalable UAM operations.

Simulation↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

The National Aeronautics and Space Administration (NASA) Space Technology Mission Directorate (STMD) has been developing a new Strategic Framework to guide investment prioritization and communication of STMD strategic goals to stakeholders. STMD’s analysis of global trends identified four overarching drivers which are anticipated to shape the needs of civilian space research for years to come. These Mega-Drivers form the foundation of the Strategic Framework. The Increasing Access Mega-Driver reflects the increase in the availability of launch options, more capable propulsion systems, access to planetary surfaces, and the introduction of new platforms to enable exploration, science, and commercial activities. Accelerating Pace of Discovery reflects the exploration of more remote and challenging destinations, drives increased demand for improved abilities to communicate and process large datasets. The Democratization of Space reflects the broadening participation in the space industry, from governments to private investors to citizens. Growing Utilization of Space reflects space market diversification and growth. This paper will further describe the observable trends that inform each of these Mega Drivers, as well as the interrelationships between them within STMD’s new Strategic Framework.

Grande, Melanie L.↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

Melanie L Grande↗

NASA NTRS2006

Temporal Investment Strategy to Enable JPL Future Space Missions

The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has the responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future JPL deep space missions are ready as needed; as such he is responsible for the development of a Strategic Plan. As part of the planning effort, he has supported the development of a structured approach to technology prioritization based upon the work of the START (Strategic Assessment of Risk and Technology) team. A major innovation reported here is the addition of a temporal model that supports scheduling of technology development as a function of time. The JPL Strategic Technology Plan divides the required capabilities into 13 strategic themes. The results reported here represent the analysis of an initial seven.

investment strategy↗

DOE OSTI2020

Physics Division Strategic Plan Fiscal Years 2020-2024

The vision of the Physics Division (PHY) at Argonne National Laboratory is to continue enhancing its role as a world-leading institution in basic nuclear physics research and its applications. Key to this vision is for PHY to continue to safely and effectively operate and evolve the capabilities of the Argonne Tandem Linac Accelerator System (ATLAS) facility to best serve its users. ATLAS is the Department of Energy (DOE) accelerator facility for low-energy nuclear physics research. The research carried out by PHY covers many themes in contemporary science but can be distilled into five areas of focus. These themes are interconnected, with continuously evolving synergies between the various groups and facilities in PHY and the broader Laboratory. This five-year strategic plan serves to illustrate our current capabilities and new directions related to these five areas of focus (ATLAS also develops an independent strategic plan): Accelerator research and design. The goal of this theme is to design, fabricate, test, and implement novel accelerator systems, with a focus on high-intensity ion and electron systems. These R&D activities have led to enhancements in the ATLAS accelerator system. Among others, the division’s accelerator systems are in use or planned for use at Fermilab, the Advanced Photon Source, and in a broad variety of applications at the Facility for Rare Isotope Beams (FRIB). Atom trapping and fundamental symmetries. The goal of this theme is to explore and exploit the uses of advanced laser cooling and trapping techniques to manipulate atoms. There are three main areas of focus. First is in the application of the atom trap trace analysis (ATTA) technique for age determination of groundwater and ice by using radio-krypton dating. The next two trapping-based programs involve tests of fundamental symmetries in nature: the cooling and trapping of radium-225 with the aim of determining limits on an observation of its electric dipole moment and precision measurements of the beta decay properties of helium-6 to set limits on the tensor coupling constant. This is complemented by measurements of similar properties in lithium-8 and boron-8. Nuclear astrophysics. The goal of this theme is to enhance our understanding of how elements are created in the universe via explosive nucleosynthesis and how stars evolve. To meet the challenges of this theme, many of the capabilities of ATLAS are being enhanced, including the development of new beams through a new in-flight separator (RAISOR) and the anticipated neutron-generator upgrade of the Californium Rare Isotope Breeder Upgrade facility (nuCARIBU). These are coupled to state-of-the-art instruments such as the Canadian Penning Trap, Helical Orbit Spectrometer, Gammasphere, GRETINA, Multi-Sampling Ionization Chamber, the Fragment Mass Analyzer, and Argonne Gas-filled Fragment Analyzer, and a new low-background experimental area for decay studies. Nuclear structure. The goal of this theme is to understand the structure of nuclei, both stable and radioactive, in terms of single-particle properties, their shapes, and the dynamics governing reactions between them. These include questions such as what are the limits of nuclear stability and what are the properties of super heavy nuclei. As with the nuclear astrophysics theme, the capabilities of ATLAS, guided by the ATLAS user community, are continuously being enhanced to this end. The Division has strategic initiatives to play a leading role in the development of instrumentation and research programs at the FRIB. Quantum chromodynamics (QCD) and hadron physics. The goal of this theme is to lead major research programs focused on revealing the quark and gluon structure of protons, neutrons, nuclei, and short-lived mesons and baryons. These involve major programs at Jefferson Lab, Fermilab, and smaller facilities. They are complemented by theoretical endeavors centered on the question of how hadrons and their properties emerge from QCD. Out of these activities arise strategic initiatives to play a major role in the forthcoming Electron-Ion Collider (EIC).

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗

NASA NTRS2002

Future Trends in Business Travel Decision Making

This research surveys twenty large companies and their travellers to identify and evaluate the effects of pressures on the business travel market in the future. The influence of the following areas on the decision making process are addressed: (1) Corporate travel policies and increasing professionalism in corporate purchasing; (2) The development of global strategic airline alliances; (3) The emergence of low cost airlines on short haul markets; and (4) The development of internet based booking tools and travel agency IT. The survey shows differences in views between travel managers, and travellers with regard to corporate travel policies. While travel managers see policy rules, travellers interpret these as guidelines, indicating travel managers will need to take further actions to exercise true control of travel budgets. The data shows that companies are more likely to prescribe a class of airline ticket, than the choice of airline itself. Corporate hierarchical bias in travel policies is still common both for short and particularly long haul flying. Other findings show that while travel managers believe that their companies are likely to sign global deals with strategic airline groups within a five year period in a bid to consolidating spending, they also believe that nearly a third of short haul flying will be taken with low cost carriers, indicating further penetration in this business travel market by these carriers. The paper also provides other predictions about the business travel market, based on the survey findings.

Mason, Keith J.↗