Search NASA⌕ Search

SEARCH · Search NASA

Results for “entrepreneurship”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

15 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS1995

Entrepreneurship within General Aviation

Many modern economic theories place great importance upon entrepreneurship in the economy. Some see the entrepreneur as the individual who bears risk of operating a business in the face of uncertainty about future conditions and who is rewarded through profits and losses. The 20th century economist Joseph Schumpter saw the entrepreneur as the medium by which advancing technology is incorporated into society as businesses seek competitive advantages through more efficient product development processes. Due to the importance that capitalistic systems place upon entrepreneurship, it has become a well studied subject with many texts to discuss how entrepreneurs can succeed in modern society. Many entrepreneuring and business management courses go so far as to discuss the characteristic phases and prominent challenges that fledgling companies face in their efforts to bring a new product into a competitive market. However, even with all of these aids, start-up companies fail at an enormous rate. Indeed, the odds of shepherding a new company through the travails of becoming a well established company (as measured by the ability to reach Initial Public Offering (IPO)) have been estimated to be six in 1,000,000. Each niche industry has characteristic challenges which act as barriers to entry for new products into that industry. Thus, the applicability of broad generalizations is subject to limitations within niche markets. This paper will discuss entrepreneurship as it relates to general aviation. The goals of this paper will be to: introduce general aviation; discuss the details of marrying entrepreneurship with general aviation; and present a sample business plan which would characterize a possible entrepreneurial venture.

Ullmann, Brian M.↗
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 NTRS2011

Space Commercialization

A robust and competitive commercial space sector is vital to continued progress in space. The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship. Energize competitive domestic industries to participate in global markets and advance the development of: satellite manufacturing; satellite-based services; space launch; terrestrial applications; and increased entrepreneurship. Purchase and use commercial space capabilities and services to the maximum practical extent Actively explore the use of inventive, nontraditional arrangements for acquiring commercial space goods and services to meet United States Government requirements, including measures such as public-private partnerships, . Refrain from conducting United States Government space activities that preclude, discourage, or compete with U.S. commercial space activities. Pursue potential opportunities for transferring routine, operational space functions to the commercial space sector where beneficial and cost-effective.

Martin, Gary L.↗
NASA NTRS1996

Technology Thresholds for Microgravity: Status and Prospects

The technological and economic thresholds for microgravity space research are estimated in materials science and biotechnology. In the 1990s, the improvement of materials processing has been identified as a national scientific priority, particularly for stimulating entrepreneurship. The substantial US investment at stake in these critical technologies includes six broad categories: aerospace, transportation, health care, information, energy, and the environment. Microgravity space research addresses key technologies in each area. The viability of selected space-related industries is critically evaluated and a market share philosophy is developed, namely that incremental improvements in a large markets efficiency is a tangible reward from space-based research.

Noever, D. A.↗
NASA NTRS2003

Image Acquisition in Real Time

In 1995, Carlos Jorquera left NASA s Jet Propulsion Laboratory (JPL) to focus on erasing the growing void between high-performance cameras and the requisite software to capture and process the resulting digital images. Since his departure from NASA, Jorquera s efforts have not only satisfied the private industry's cravings for faster, more flexible, and more favorable software applications, but have blossomed into a successful entrepreneurship that is making its mark with improvements in fields such as medicine, weather forecasting, and X-ray inspection. Formerly a JPL engineer who constructed imaging systems for spacecraft and ground-based astronomy projects, Jorquera is the founder and president of the three-person firm, Boulder Imaging Inc., based in Louisville, Colorado. Joining Jorquera to round out the Boulder Imaging staff are Chief Operations Engineer Susan Downey, who also gained experience at JPL working on space-bound projects including Galileo and the Hubble Space Telescope, and Vice President of Engineering and Machine Vision Specialist Jie Zhu Kulbida, who has extensive industrial and research and development experience within the private sector.

Source record↗
NASA NTRS2005

The Vision of Human Spaceflight

First, we live in a world where change is the norm, not the exception. The scientific revolution springing from quantum mechanics yielded new understanding of solid state physics leading to stunning advances in computation, communication, and transportation. Two World Wars and one Cold War introduced massive governmental investment in research and development. The unusual pragmatic and classless entrepreneurship of U.S. society promoted commercialization and innovative marketing of new technology. As a result, the 20th Century experienced a constantly accelerating culture of change. Those societies that accepted and embraced the new capabilities dominated commercially and militarily; those that did not fell behind. I remember when there was no color television, when there were no personal computers, when there was no email, when there was no World Wide Web, when there were no cell phones. Now many of us cannot live without these things. Change has become the measure of success. Our children anticipate the future and do not expect it to look like the past. Secondly, our elementary school students are fascinated by dinosaurs, ghosts, and space. Astronauts create excitement. None question that humans will be in space in their future. They see it every week, even every day, in stories on television. To be an astronaut is considered a legitimate ambition. They see space travel to be an adventure just as our grandparents saw exploring Africa or the polar regions to be an adventure into the unknown. Third, we live in a time when our understanding of the space environment makes us realize that the existence of our species is one large impact away from extinction. We understand that our population explosion is changing our home planet in fundamental ways and that wars over terrestrial resources may be less than two generations away. We feel more connected to our space neighborhood than ever before. Many nations of the world are looking outward toward our Moon in an unprecedented way. A lunar space mission will be launched from somewhere every year for the next decade, at least.

Mendell, Wendell↗
NASA NTRS2005

KSC SBIR/STTR 2004 Program Year Report

The Kennedy Space Center Level III SBIR/STTR management staff is under the Technology Transfer Office within the Spaceport Engineering and Technology Directorate. The SBIR and STTR programs provide an opportunity for small high technology companies and research institutions to participate in Government-sponsored research and development (R&D) programs in key technology areas. The SBIR program was established by Congress in 1982 to provide increased opportunities for small businesses to participate in R&D programs, increase employment, and improve U.S. competitiveness. The program's specific objectives are to stimulate U.S. technological innovation, use small businesses to meet Federal research and development needs, increase private sector commercialization of innovations, and foster and encourage participation by socially disadvantaged businesses. Legislation enacted in December 2000 reauthorized the program and strengthened emphasis on pursuing commercial applications of SBIR projects. An SBIR Phase I contract is the opportunity to establish the feasibility and technical merit of a proposed innovation. Selected competitively, the Phase I contract lasts for 6 months and is funded up to $70,000. SBIR Phase II contracts continue the most promising Phase I projects based on scientific! technical merit, expected value to NASA, company capability, and commercial potential. Phase II contracts are usually for a period of 24 months and may not exceed $600,000. NASA usually selects approximately 40 percent of Phase I projects to continue to the Phase II level. Phase III is the process of furthering the development of a product to make it commercially available. The STTR program awards contracts to small business concerns for cooperative R&D with a nonprofit research institution. Research institutions include nonprofit research organizations, Federal laboratories, or universities. The goal of the program established by Congress is to facilitate the transfer of technology developed by a research institution through the entrepreneurship of a small business. The STIR program is smaller in funding than the SBIR program. While the proposal is submitted by the small business concern, at least 30 percent of the funding and work must originate with the research institution. STTR Phase I projects receive up to $100K for a one-year effort, and a Phase II contract receives up to $600K for two years.

Source record↗
NASA NTRS2015

Vision 2040: Evolving the Successful International Space University

Space exploration has always been full of inspiration, innovation, and creativity, with the promise of expanding human civilization beyond Earth. The space sector is currently experiencing rapid change as disruptive technologies, grassroots programs, and new commercial initiatives have reshaped long-standing methods of operation. Throughout the last 28 years, the International Space University (ISU) has been a leading institution for space education, forming international partnerships, and encouraging entrepreneurship in its over 4,000 alumni. In this report, our Vision 2040 team projected the next 25 years of space exploration and analyzed how ISU could remain a leading institution in the rapidly changing industry. Vision 2040 considered five important future scenarios for the space sector: real-time Earth applications, orbital stations, lunar bases, lunar and asteroid mining, and a human presence on Mars. We identified the signals of disruptive change within these scenarios, including underlying driving forces and potential challenges, and derived a set of skills that will be required in the future space industry. Using these skills as a starting point, we proposed strategies in five areas of focus for ISU: the future of the Space Studies Program (SSP), analog missions, outreach, alumni, and startups. We concluded that ISU could become not just an increasingly innovative educational institution, but one that acts as an international organization that drives space commercialization, exploration, innovation, and cooperation.

Martin, Gary↗
NASA NTRS2015

Geocuration Lessons Learned from the Climate Data Initiative Project

Curation is traditionally defined as the process of collecting and organizing information around a common subject matter or a topic of interest and typically occurs in museums, art galleries, and libraries. The task of organizing data around specific topics or themes is a vibrant and growing effort in the biological sciences but to date this effort has not been actively pursued in the Earth sciences. This presentation will introduce the concept of geocuration, which we define it as the act of searching, selecting, and synthesizing Earth science data/metadata and information from across disciplines and repositories into a single, cohesive, and useful compendium. We also present the Climate Data Initiative (CDI) project as an prototypical example. The CDI project is a systematic effort to manually curate and share openly available climate data from various federal agencies. CDI is a broad multi-agency effort of the U.S. government and seeks to leverage the extensive existing federal climate-relevant data to stimulate innovation and private-sector entrepreneurship to support national climate change preparedness. The geocuration process used in the CDI project, key lessons learned, and suggestions to improve similar geocuration efforts in the future will be part of this presentation.

climate↗
NASA NTRS2015

Climate Data Initiative: A Geocuration Effort to Support Climate Resilience

Curation is traditionally defined as the process of collecting and organizing information around a common subject matter or a topic of interest and typically occurs in museums, art galleries, and libraries. The task of organizing data around specific topics or themes is a vibrant and growing effort in the biological sciences but to date this effort has not been actively pursued in the Earth sciences. In this paper, we introduce the concept of geocuration and define it as the act of searching, selecting, and synthesizing Earth science data/metadata and information from across disciplines and repositories into a single, cohesive, and useful collection. We present the Climate Data Initiative (CDI) project as a prototypical example. The CDI project is a systematic effort to manually curate and share openly available climate data from various federal agencies. CDI is a broad multi-agency effort of the U.S. government and seeks to leverage the extensive existing federal climate-relevant data to stimulate innovation and private-sector entrepreneurship to support national climate-change preparedness. We describe the geocuration process used in the CDI project, lessons learned, and suggestions to improve similar geocuration efforts in the future.

Metada↗
NASA NTRS2015

Climate Data Initiative: A Geocuration Effort to Support Climate Resilience

Curation is traditionally defined as the process of collecting and organizing information around a common subject matter or a topic of interest and typically occurs in museums, art galleries, and libraries. The task of organizing data around specific topics or themes is a vibrant and growing effort in the biological sciences but to date this effort has not been actively pursued in the Earth sciences. In this paper, we introduce the concept of geocuration and define it as the act of searching, selecting, and synthesizing Earth science data/metadata and information from across disciplines and repositories into a single, cohesive, and useful compendium We present the Climate Data Initiative (CDI) project as an exemplar example. The CDI project is a systematic effort to manually curate and share openly available climate data from various federal agencies. CDI is a broad multi-agency effort of the U.S. government and seeks to leverage the extensive existing federal climate-relevant data to stimulate innovation and private-sector entrepreneurship to support national climate-change preparedness. We describe the geocuration process used in CDI project, lessons learned, and suggestions to improve similar geocuration efforts in the future.

virtual collections↗
NASA NTRS2018

How Public Private Partnerships Enable NASA Future Space Communication Needs

The NASA Space Communications and Navigation (SCaN) Program is responsible for providing communication and navigation services to scientific and human space exploration missions. SCaN's current Space Network provides radio frequency (RF) relay services to near Earth space missions via Tracking and Data Relay Satellites (TDRS). SCaN plans to offer a new generation of relay services beginning in 2025, including the addition of optical communications capabilities and enhanced RF capabilities. The primary drivers behind the development of these next generation relay network services are to enhance communication and navigation services with significantly reduced development and operational costs. Several approaches being considered for implementation of these services are through government owned capabilities, through commercial service providers, or a combination of the two. One approach receiving a great deal of attention is the use of Public-Private Partnerships (PPP) to develop and provide capabilities or services. Utilizing Public-Private Partnerships allows NASA and commercial entities to share the investment, standards, and risks of developing and testing new or enhanced capabilities which can benefit both NASA and the commercial space communication industry. The capabilities developed under the PPP can then be used to support the growth of the commercial satellite communications industry while simultaneously being introduced into NASA operations to provide service to future NASA missions as part of the NASA Next Generation Architecture. Partnerships formed for this purpose can also serve as the basis for further NASA acquisition activities where government and industry can continue to share the cost, risk, and benefits of space communications capability development and operations. This objective is consistent with the 2010 National Space Policy stated principles: "The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship." [1]NASA has conducted several internal studies as well as externally funded studies with industry to define the next generation space communication architecture. NASA has approached the commercial industry through a Request for Information (RFI) to define further the next generation architecture and has conducted numerous internal and external studies. The results are promising and are shaping the approach to utilize Public Private Partnership to achieve NASA's objectives while reducing costs. The commercial satellite industry has begun to deploy high performance, high throughput global satellite constellations which have the potential to provide communication services to NASA Missions. Commercial satellite manufacturers have advanced their processes to rapidly design, build, and deliver, reliable communication satellites using minimum government oversight. In this paper, we will 1) describe the NASA Next Generation Architecture, Concept of Operations (ConOps), and salient characteristics; 2) Discuss the rational of Public-Private Partnerships to achieve NASA’s next generation communication architecture; and 3) Summarize the preliminary analysis performed to date and describe the path forward.

Stegeman, James↗
NASA NTRS2016

NewSpace: The Emerging Commercial Space Industry

A lecture to students at the International Space University. Topics include: - We are at a turning point in the history of space exploration and development the cusp of a revolution, new industries are being born that use space in many non-traditional ways - The established military industrial space sector is no longer the only game in town - Increased competition and new capabilities will change the marketplace forever - Everyone interested in working in the space sector will be affected.

commercial space↗
NASA NTRS2017

NewSpace: The Emerging Commercial Space Industry

We are at a turning point in the history of space exploration and development, where new industries are being born to use space in non-traditional ways. Established state-run industrial space sector is no longer the only game in town; commercial space is becoming competitive. Many new entrepreneurial companies, such as SpaceX, Deep Space Industries, etc. are developing new markets, such as Orbital, Suborbital, and Deep Space. Together, government and private industry can facilitate the birth of this new industry. The U.S. national policy on commercial space is to develop a robust and competitive U.S. commercial space sector and to energize competitive domestic industries to participate in global markets. NASA can do this by purchasing and using commercial space capabilities and services; exploring the use of nontraditional arrangements for acquiring space capabilities and services; refraining from activities that preclude, discourage, or compete with commercial space activities; and pursuing opportunities to transfer some functions to the commercial space sector, where beneficial. Commercial space must be competitive, while the government has other priorities such as safety, jobs, etc.

emerging industry↗