On-orbit servicing commercial opportunities with security implications

The On-Orbit Servicing (OOS) working group discussed legal and political implications of developing a commercial OOS industry. The group considered the benefits that OOS and Active Debris Removal (ADR) can offer the satellite industry, as well as potential disadvantages for international relations between space faring nations. To gain an accurate perspective of stakeholders involved in such a process, the OOS working group held a mock hearing for OOS licensing, with members of the working group assigned to represent stakeholders. Working group members presented their cases at a simulated domestic regulatory panel, constructed of members representing various government ministers, to fully explore stakeholder views. The mock hearings explored the challenges faced by OOS and ADR entrepreneurs as well as the benefit of regulation. The groups highlighted recommendations to ensure the practicality of OOS and determine how best to encourage licensing and regulation of such activities, as summarised below. 1. The United Nations (UN) should provide regulatory guidelines for OOS and ADR. 2. Government agencies should license OOS. The Federal Aviation Administration (FAA) has taken responsibility for licensing commercial space transportation in the United States and this should be extended to OOS/ADR missions to enable short-term advancement prior to further UN regulation. 3. Government should support OOS and ADR development to ensure continued demand. This includes leading by example on government satellites and potential launch levies to enable on-going ADR funding. 4. All stakeholders should prevent weaponisation of space through transparency of operations. 5. Nations should initiate international cooperation on ADR. OOS and ADR will ensure sustainable use of satellites, particularly in LEO and GEO, for the coming decades. It is through transparency, economic stimulation and close monitoring that such endeavours will be successful

Comparing Innovation Performance in the EU and the USA: Lessons from Three ICT Sub-Sectors

The objective of the study is to document the existence of innovation gaps between the EU and its main competitors in specific ICT sub-sectors – namely web services, industrial robotics and display technologies –and to explore the role of government policies in Europe’s future needs for innovation in information and communication technologies (ICT) through a comparison with the USA and Asian countries. Our analysis shows that rather than there being a simple innovation gap with the EU lagging behind the USA, a more nuanced picture emerges in which firms in different countries have strengths in different sub-sectors and in different parts of the value chain. A key lesson from the analysis of the three subsectors is the critical importance of higher education, particularly elite university research, and of local networks as generated by clusters. Governments can also encourage innovation through appropriate intellectual property and competition laws and, more generally, through the development of a business environment conducive to innovation. Finally, Governments can have a very important role through the funding of early-stage innovationJRC.J.3-Information Societ

KSC Tech Transfer News, Volume 8, No. 1

No abstract availabl

Beyond Speculative Robot Ethics

In this article we develop a dialogue model for robot technology experts and designated users to discuss visions on the future of robotics in long-term care. Our vision assessment study aims for more distinguished and more informed visions on future robots. Surprisingly, our experiment also lead to some promising co-designed robot concepts in which jointly articulated moral guidelines are embedded. With our model we think to have designed an interesting response on a recent call for a less speculative ethics of technology by encouraging discussions about the quality of positive and negative visions on the future of robotics.

The Industry and Policy Context for Digital Games for Empowerment and Inclusion:Market Analysis, Future Prospects and Key Challenges in Videogames, Serious Games and Gamification

The effective use of digital games for empowerment and social inclusion (DGEI) of people and communities at risk of exclusion will be shaped by, and may influence the development of a range of sectors that supply products, services, technology and research. The principal industries that would appear to be implicated are the 'videogames' industry, and an emerging 'serious games' industry. The videogames industry is an ecosystem of developers, publishers and other service providers drawn from the interactive media, software and broader ICT industry that services the mainstream leisure market in games, The 'serious games' industry is a rather fragmented and growing network of firms, users, research and policy makers from a variety of sectors. This emerging industry is are trying to develop knowledge, products, services and a market for the use of digital games, and products inspired by digital games, for a range of non-leisure applications. This report provides a summary of the state of play of these industries, their trajectories and the challenges they face. It also analyses the contribution they could make to exploiting digital games for empowerment and social inclusion. Finally, it explores existing policy towards activities in these industries and markets, and draws conclusions as to the future policy relevance of engaging with them to support innovation and uptake of effective digital game-based approaches to empowerment and social inclusion.JRC.J.3-Information Societ

R&D Venture: proposition of a technology transfer concept for breakthrough technologies with R&D cooperation: A case study in the energy sector

At times when the market demands strong active innovation, large industrial corporations with established R&D organizations benefit from screening and developing breakthrough innovation. The ability of established organizations to absorb for future technologies is a key to successfully recognize, explore and capture breakthrough innovations. R&D Venturing is a practical way of bringing about technology transfer and exploration of future technologies through R&D cooperation, which is described in this paper by a multiple case study in the energy sector. Existing literature has been reviewed and an R&D Venturing concept will be suggested with a number of propositions for implementation. The results of the case study strongly support that different perspectives of the concept from industry, academia and the ventures themselves have to be carefully understood. Based on the results of the case study, a conceptual framework and propositions for a successful implementation have been derived. A critical discussion of the R&D Venturing concept shows the need for further empirical investigatio

Technology and the economy

Overview of economics of innovatio

Bringing NASA Technology Down to Earth

Whether putting rovers on Mars or sustaining life in extreme conditions, NASA develops technologies to solve some of the most difficult challenges ever faced. Through its Technology Transfer Program, the agency makes the innovations behind space exploration available to industry, academia, and the general public. This paper describes the primary mechanisms through which NASA disseminates technology to solve real-life problems; illustrates recent program accomplishments; and provides examples of spinoff success stories currently impacting everyday life

Managing open innovation projects: an evidence-based framework for SMEs and large companies cooperation

Purpose – How can joint open innovation (OI) projects between small and medium-sized enterprises (SMEs) and large companies (LCs) be effectively managed? This study aims to try to answer this research question with a focus on the critical success factors (CSFs) of such cooperation. Design/methodology/approach – Based on 40 semi-structured interviews with Italian SMEs and LCs engaged in various industries, 20 open OI projects involving SMEs and LCs are investigated using a reflexive thematic analysis, a methodology involving both deductive and inductive approaches. Findings – Fifteen CSFs grouped into seven categories emerge from the analysis of joint OI projects between SMEs and LCs. Among them, shared leadership, dynamic decision-making and priority setting emerge as essential elements at the basis of the proposed SMEs–LCs cooperation in joint OI projects that were not sufficiently addressed by prior studies. Originality/value – To the best of the authors’ knowledge, this study is the first to provide an evidence- based framework for managing joint OI projects between SMEs and LCs. Relatedly, this study links the practices and most recurring CSFs that facilitate such cooperation. Keywords Decision-making, Open innovation, Critical success factors, Small and medium-sized enterprises, Strategic flexibility, Large companies, Knowledge and innovation management, Project managemen

Odyssey: The Burton D. Morgan Foundation 2014 Annual Report

"You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose. You're on your own. An you know what you know. And YOU are the one who'll decide where to go..."- Dr. Seuss, Oh, The Places You'll Go!In this verse, Dr. Seuss captures the true essence of the entrepreneurial journey, the overarching theme of our 2014 annual report. Our concept this year reflects Burt Morgan's boundless sense of adventure, a drive that took him to all corners of the globe spreading the spirit of entrepreneurship. We enjoyed our own mind-expanding journey in 2014 exploring new frontiers in entrepreneurship and entrepreneurship education. The wild ride of the past twelve months has taken us across the nation and at least virtually around the globe as we connected with entrepreneurs and entrepreneurial ecosystems in places distant from Northeast Ohio. Our regional ecosystem performed with gusto as students found record succuss in national venture competitions, our collegiate programs garnered wide recognition, the NEO ecosystem restructured for greater effectiveness, and JumpStart-mentored ventures experienced healthy exits. We enthusiastically welcomed Angela Kwallek Evans and Emily Bean to the Foundation as new program officers and express tremendous gratitude to former staff members Leslie Nelson and Alison Burner for their major contributions to the vitality of our grant portfolios. We look forward with great anticipation to 2015 and all the places we will go!From the Road,Deborah D. HooverPresident & CE