Results for “Innovative Technologies”

NASA NTRS2011

Innovative Technologies for Human Exploration: Opportunities for Partnerships and Leveraging Novel Technologies External to NASA

Human spaceflight organizations have ambitious goals for expanding human presence throughout the solar system. To meet these goals, spaceflight organizations have to overcome complex technical challenges for human missions to Mars, Near Earth Asteroids, and other distant celestial bodies. Resolving these challenges requires considerable resources and technological innovations, such as advancements in human health and countermeasures for space environments; self-sustaining habitats; advanced power and propulsion systems; and information technologies. Today, government space agencies seek cooperative endeavors to reduce cost burdens, improve human exploration capabilities, and foster knowledge sharing among human spaceflight organizations. This paper looks at potential opportunities for partnerships and spin-ins from economic sectors outside the space industry. It highlights innovative technologies and breakthrough concepts that could have significant impacts on space exploration and identifies organizations throughout the broader economy that specialize in these technologies.

Hay, Jason↗

NASA NTRS2022

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.

Erica Rodgers↗

NASA NTRSDate not supplied

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.

Erica Rodgers↗

NASA NTRSDate not supplied

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.

Erica Rodgers↗

NASA NTRS1993

Horizon Mission Methodology - A tool for the study of technology innovation and new paradigms

The Horizon Mission (HM) methodology was developed to provide a means of identifying and evaluating highly innovative, breakthrough technology concepts (BTCs) and for assessing their potential impact on advanced space missions. The methodology is based on identifying new capabilities needed by hypothetical 'horizon' space missions having performance requirements that cannot be met even by extrapolating known space technologies. Normal human evaluation of new ideas such as BTCs appears to be governed (and limited) by 'inner models of reality' defined as paradigms. Thus, new ideas are evaluated by old models. This paper describes the use of the HM Methodology to define possible future paradigms that would provide alternatives to evaluation by current paradigms. The approach is to represent a future paradigm by a set of new BTC-based capabilities - called a paradigm abstract. The paper describes methods of constructing and using the abstracts for evaluating BTCs for space applications and for exploring the concept of paradigms and paradigm shifts as a representation of technology innovation.

Anderson, John L.↗

NASA NTRS2001

Aerospace Technology Innovation

Commercializing technology is a daunting task. Of every 11 new product ideas, only one will successfully make it to the marketplace. Fully 46% of new product investment becomes sunk in cost. Yet, a few good companies consistently attain an 80% technology commercialization success rate and have lead the way in establishing best practices. The NASA Incubator program consists of nine incubators, each residing near a NASA research center. The purpose of the incubators is to use the best practices is to use the best practices of technology commercialization to help early stage businesses successfully launch new products that incorporate NASA technology.

Turner, Janelle↗

DOE OSTI2025

Technology Innovation Opportunities for the U.S. Buildings Sector [Slides]

Technology innovation can improve the competitiveness of American companies and the lives of American families. This report identifies promising building technology innovation opportunities to: • Make buildings more affordable, efficient, healthy, and resilient for all Americans. • Increase the international competitiveness of U.S. businesses. • Improve the integration of buildings with the electric grid to reduce consumer and grid system costs.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

NASA NTRS2002

Innovation, Technology and Decision Making: A Perspective for Strategic Action in Firms

Innovation, technology, and the making of decisions are tightly intertwined in what can generally be called, strategic decision making. Although true for all firms, it is especially true in innovative, high technology firms that operate in a turbulent, fast moving environment where strategic decisions must be made accurately and quickly to survive. This paper looks at some factors reported in the literature that affect how and why the strategic decision process is so important, especially in companies in fast-moving, competitive environments. The work of several prominent authors who looked critically at past theory and research, and the current state of knowledge and practice, provides a perspective of how firms make strategic decisions.

Mulenburg, Gerald M.↗

DOE OSTI2026

Energy Technology Innovation Partnership Project

The U.S. Department of Energy's (DOE) Energy Technology Innovation Partnership Project (ETIPP) helps coastal, remote, and island communities increase the affordability, reliability, and security of their energy systems through energy planning and deep-dive technical assistance.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

Energy Technology Innovation Partnership Project (Bilingual)

The U.S. Department of Energy's (DOE) Energy Technology Innovation Partnership Project (ETIPP) helps coastal, remote, and island communities increase the affordability, reliability, and security of their energy systems through energy planning and deep-dive technical assistance. This is a English and Spanish translation.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2025

Energy Technology Innovation Partnership Project

This presentation offers information about the open application for the Energy Technology Innovation Partnership Project (ETIPP). It covers a program overview, information about types of support available through ETIPP, and examples of community technical assistance through ETIPP.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

Energy Technology Innovation Partnership Project [Slides]

This presentation introduces the Energy Technology Innovation Partnership Project (ETIPP) and outlines proposed technical assistance to support St. Vincent's House in developing a resilient community hub in Galveston, Texas. The project explores opportunities for on-site energy solutions to ensure continuity of critical services during coastal hazards and grid disruptions. The session aims to gather stakeholder input to refine priorities and inform next steps for resilient, reliable, and cost-effective energy strategies.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS1997

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 59: Japanese Technological Innovation. Implications for Large Commercial Aircraft and Knowledge Diffusion

This paper explores three factors-public policy, the Japanese (national) innovation system, and knowledge-that influence technological innovation in Japan. To establish a context for the paper, we examine Japanese culture and the U.S. and Japanese patent systems in the background section. A brief history of the Japanese aircraft industry as a source of knowledge and technology for other industries is presented. Japanese and U.S. alliances and linkages in three sectors-biotechnology, semiconductors, and large commercial aircraft (LCA)-and the importation, absorption, and diffusion of knowledge and technology are examined next. The paper closes with implications for diffusing knowledge and technology, U.S. public policy, and LCA.

Pinelli, Thomas E.↗

NASA NTRS2004

Technology Innovations from NASA's Next Generation Launch Technology Program

NASA's Next Generation Launch Technology Program has been on the cutting edge of technology, improving the safety, affordability, and reliability of future space-launch-transportation systems. The array of projects focused on propulsion, airframe, and other vehicle systems. Achievements range from building miniature fuel/oxygen sensors to hot-firings of major rocket-engine systems as well as extreme thermo-mechanical testing of large-scale structures. Results to date have significantly advanced technology readiness for future space-launch systems using either airbreathing or rocket propulsion.

Cook, Stephen A.↗

DOE OSTI2025

University of Hawai‘i, Shallow Geothermal Resources: Energy Technology Innovation Partnership Project (Final Report)

Scientists at Lawrence Berkeley National Laboratory (Berkeley Lab) have teamed up with the University of Hawai‘i at Manoa (UH Manoa) through the U.S. Department of Energy’s Energy Technology Innovation Partnership Project to evaluate the technological and market feasibility of shallow geothermal heat exchanger (GHE) technology. UH requested this analysis to evaluate opportunities in building cooling, energy efficiency, and emissions reduction applications in Hawai‘i. UH has an abundance of geologic and geothermal data and is looking to the national labs’ expertise to execute this analysis. UH is also interested in investigating policy, regulatory, and business conditions advantageous for implementation of a pilot project and more broad deployment of this technology in Hawai‘i. In many locations around the world, the demands for heating and cooling are roughly balanced over the course of the year, so GHEs do not cause significant long-term changes in subsurface temperature. This is not the case in Hawai’i, where the demand for heating is very small, meaning that, over time, GHEs will add heat to the subsurface. If temperatures increase significantly, GHE systems will not work as designed. Regional groundwater flow has the potential to sweep heated water away from boreholes, thereby maintaining the functionality of the GHE system. Significant regional groundwater flow requires two things: a sufficiently large driving hydraulic head gradient (usually closely related to surface topography), and sufficient porosity and permeability to enable groundwater to flow in large enough quantities to enable near-borehole temperatures to be maintained at ambient values. Hawai‘i’s volcanic terrain offers ample surface topographic variation. The lava itself shows an extremely large range of porosity and permeability, so sites with large enough values of these properties must be selected. Numerical modeling of coupled groundwater and heat flow can be used to determine how large is large enough. Primarily, closed-loop systems have been investigated. Other options considered are open-loop systems and using cool seawater as the chilling source. Project work investigated the feasibility of GHE technology at two scales. At the island scale, GIS layers of various attributes relevant for GHE were combined to develop an overall favorability map for employing GHE in Hawai‘i. At the local scale, a hydrogeologic model for the subsurface component of a closed-loop system was developed for the Stan Sheriff Center at the UH Manoa campus. This site is considered promising because the rock below and immediately downgradient of the borefield is highly permeable, consisting of a subsurface karst system (limestone containing high-permeability open channels), which is underlain by a thick, high-permeability fractured basalt. Moreover, the site is near the base of the Ko‘olau Range, providing a large hydraulic head gradient. Thus, groundwater flow through the site is expected to be large, enabling efficient removal of heated groundwater. A full-GHE-system model of the site was also developed, with a simplified representation of the subsurface, in which groundwater flow is not considered and heat transfer is purely by conduction. Using the building cooling load data provided by UH, simulation results show that with groundwater flow present, a GHE can operate successfully for at least 10 years, but with no groundwater flow, the subsurface begins to heat up after only one year of operation, making the GHE unviable within 2-6 years. The team also developed a techno-economic model for this site to compare the cost of cooling using a GHE system with the costs of operating the current air-conditioning system. The GHE system is advantageous economically if favorable tax incentives and interest rates can be obtained.

15 GEOTHERMAL ENERGY↗

NASA NTRS1996

The Interpretation and Effective Implementation of the Stevenson-Wydler Technology Innovation Act of 1996

The purpose of this research is to develop a plan that gives schools the opportunity to acquire knowledge of the Stevenson-Wydler Technology Innovation Act. The law suggests that federal agencies give surplus equipment to educational entities. It would then become the school's choice to take advantage of the opportunity. The purpose of this proposal is to develop an ongoing partnership with schools around the United States. Its attempt is to inform schools about the law and organize a plan that will allow schools to take advantage of this opportunity. It would inform teachers about available resources and expose their students to educational opportunities.

Heard, Pamala D.↗

NASA NTRS2009

Technology Innovation of Power Transmission Gearing in Aviation

An overview of rotary wing evolution and innovations over the last 20 years was presented. This overview is provided from a drive system perspective. Examples of technology innovations that have changed and advanced drive systems of rotary wing vehicles will be provided. These innovations include full 6-axis CNC gear manufacture, face gear development to aerospace standards, health and usage monitoring, and gear geometry and bearing improvements. Also, an overview of current state-of-the-art activities being conducted at NASA Glenn is presented with a short look to fixed and rotary wing aircraft and systems needed for the future.

Handschuh, Robert F.↗

DOE OSTI2026

Energy Technology Innovation Partnership Project Strategic Energy Plan for Washington County, Maine

This Strategic Energy Plan (SEP) for Washington County, Maine was developed through the U.S. Department of Energy's Energy Technology Innovation Partnership Project (ETIPP) to address local challenges related to electricity reliability, affordability, and safety. Grounded in a "relational infrastructure" approach, the plan recognizes that improved energy outcomes depend not only on physical grid investments but also on strengthened coordination and trust between utilities and communities. Using utility-provided reliability data, public datasets, and community input, the plan identifies key risks, including vegetation-related outages, high energy burden, and vulnerability among elderly and medically dependent populations. The SEP establishes three priority areas: hazard mitigation for energy infrastructure, outage safety and emergency readiness, and energy assistance and thermal safety. It outlines community-driven actions designed to complement utility-led system improvements, including targeted outreach, municipal coordination, and expanded access to energy programs. The plan also situates local conditions within broader state policy, market dynamics, and funding opportunities. Intended as a living document, this SEP provides a scalable framework for collaborative action to improve resilience, safety, and affordability in rural energy systems.

24 POWER TRANSMISSION AND DISTRIBUTION↗