Results for “technological innovation”

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 OSTI2022

Innovative Technologies for a Low Carbon Electricity System

The electricity sector represents the centerpiece of decarbonization pathways for the state. Decrease in the cost of renewable electricity generation, combined with ample solar energy, wind and other renewable resources, presents a realistic way to achieve electricity generation that is nearly free of CO 2 emissions by mid-century. Expansion of renewable electricity supply could allow replacement of many CO 2 -emitting technologies with ones that use electricity—in transportation, buildings, and possibly industry. Key elements of the path for California’s electricity sector are: restrain electricity demand through higher efficiency, rapidly expand renewable electricity generation, develop electricity storage to complement renewable electricity, manage flexible electricity loads for a low-carbon electricity system, electrify where appropriate to reduce CO 2 emissions, and maintain reliable and resilient electricity supply. This report provides an overview of a multitude of innovative technologies in each of the above areas that have the potential to help the state meet its decarbonization goals, while lowering costs and promoting greater reliability. The information presented provides a portrait of the landscape of technology innovation that can help policymakers, state agencies, and interested parties develop strategies to meet the state’s goals and to target efforts to support and nurture technology innovation.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2022

Needs and Opportunities for Testing of Hydropower Technology Innovations

Despite hydropower’s status as a well-established technology, changes in the global energy sector have prompted a variety of necessary hydropower technological innovations. Examples include efficient lowhead turbines, more flexible and dispatchable hydropower and pumped storage systems to complement variable and intermittent renewable resources, and technologies providing higher environmental performance. However, while innovative technologies are currently being proposed to meet these development challenges, small hydropower facility owners do not have sufficient risk-bearing capacity to adopt new, unvalidated technologies. This discourages manufacturers from bringing nascent technologies to market and stalls the technological growth of the sector. To reduce the risks associated with new technologies and promote further innovation, systemic (and sometimes unconventional) validation activities and new testing capabilities for hydropower are highly desired. These testing capabilities must demonstrate the safety, environmental acceptability, reliability, and performance of innovative technologies to quantify their value compared with existing technologies. Establishing these capabilities through dedicated testing facilities will be key to promoting hydropower growth in the United States. Following direction from the House Energy and Water Development Committee, the US Department of Energy’s Water Power Technologies Office (WPTO) has been tasked with understanding the state of hydropower testing in the United States. This scoping report discusses the needs and opportunities of hydropower testing in the United States, with a specific focus on small hydropower. Future developments will likely mostly target low-head sites with less than 30 ft (9.1 m) from new stream-reach developments, non-powered dam retrofits, and rehabilitation/upgrade of existing plants.

13 HYDRO ENERGY↗

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↗

DOE OSTI2022

The spread of technological innovations: effects of psychology, culture and policy interventions

Technological innovations drive the evolution of human societies. The success of innovations depends not only on their actual benefits but also on how potential adopters perceive them and how their beliefs are affected by their social and cultural environment. To deepen our understanding of socio-psychological processes affecting the new technology spread, we model the joint dynamics of three interlinked processes: individual learning and mastering the new technology, changes in individual attitudes towards it, and changes in individual adoption decisions. We assume that the new technology can potentially lead to a higher benefit but achieving it requires learning. We posit that individual decision-making process as well as their attitudes are affected by cognitive dissonance and conformity with peers and an external authority. Individuals vary in different psychological characteristics and in their attitudes. We investigate both transient dynamics and long-term equilibria observed in our model. We show that early adopters are usually individuals who are characterized by low cognitive dissonance and low conformity with peers but are sensitive to the effort of an external authority promoting the innovation. We examine the effectiveness of five different intervention strategies aiming to promote the diffusion of a new technology: training individuals, providing subsidies for early adopters, increasing the visibility of peer actions, simplifying the exchange of opinions between people, and increasing the effort of an external authority. We also discuss the effects of culture on the spread of innovations. Finally, we demonstrate that neglecting the cognitive forces and the dynamic nature of individual attitudes can lead to wrong conclusions about adoption of innovations. Our results can be useful in developing more efficient policies aiming to promote the spread of new technologies in different societies, cultures and countries.

99 GENERAL AND MISCELLANEOUS↗

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↗