China's space station will pay political dividend

2019 ◽  
Keyword(s):  
Space Station ◽  
Political Support ◽  
Political Commitment ◽  
Human Spaceflight ◽  
Private Space ◽  
Content Type ◽  
Apollo Mission ◽  
The One ◽  
Moon Landing ◽  
New Phase

Subject China's human spaceflight programme. Significance China’s human spaceflight programme has advanced steadily, with seemingly unwavering political support. It is now ready to begin a new phase: construction of a permanent crewed space station. Impacts Institutions in other countries will benefit from opportunities to use China’s space station. Beijing’s consistent political commitment to human spaceflight may make other governments see it as a more reliable partner than Washington. China’s space station may compete with US private space stations for business from non-US clients. China has no public timeline for a human moon landing, but is putting the necessary elements in place. A Chinese crewed moon programme would likely be designed to be sustainable, unlike the one-off Apollo mission.

NASA sets sights on private space stations

2019 ◽  
Keyword(s):  
International Space Station ◽  
Space Station ◽  
Low Earth Orbit ◽  
Earth Orbit ◽  
The Moon ◽  
Private Space ◽  
Content Type ◽  
International Space ◽  
Foreign Governments ◽  
Corporate Clients

Subject Space stations. Significance As Washington returns its sights to the moon, it is reforming its policies regarding the International Space Station (ISS) with a view to jump-starting a 'low-earth orbit economy' in which private firms offer services to corporate clients, foreign governments and wealthy individuals. Impacts China's space station, due for completion in 2022, could draw third-country projects away from commercial US space stations. Governments are more promising clients for commercial crewed spaceflight than 'space tourists' are. Commercial stations and passenger spacecraft could make human spaceflight accessible to allied states. Spaceflight will remain politicised.

Plans: Envisioning the Future in Space

2017 ◽  
Author(s):  
Valerie Neal
Keyword(s):  
Space Station ◽  
Political Support ◽  
The Moon ◽  
Human Spaceflight ◽  
Blue Ribbon ◽  
Human Presence ◽  
The Future

The sixth chapter, “Plans: Envisioning the Future in Space,” surveys the episodic effort to redefine the purpose and chart the course of future human spaceflight beyond the space station. It examines the effort by presidents, NASA planners, and blue-ribbon commissions to present energizing ideas and images--to generate a new imaginary--for expanding (or curbing) the human presence in space. These exercises in charting a way into the future typically failed, in part because they were ineffectively framed for consensus or political support. The current spaceflight imaginary puts humans on the moon again, or on Mars, or visiting an asteroid at some unspecified time.

The Pransky interview: Dr Robert Ambrose, Chief, Software, Robotics and Simulation Division at NASA

2015 ◽  
Vol 42 (4) ◽  
pp. 285-289 ◽  
Author(s):  
Joanne Pransky
Keyword(s):  
Mechanical Engineering ◽  
Technology Policy ◽  
Industrial Robot ◽  
Autonomous Systems ◽  
Space Station ◽  
Strategic Partnership ◽  
Robotic Systems ◽  
Space Robotics ◽  
Human Spaceflight ◽  
Content Type

Purpose – This paper, a “Q & A interview” conducted by Joanne Pransky of Industrial Robot Journal, aims to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned entrepreneur regarding the evolution, commercialization and challenges of bringing a technological invention to market. Design/methodology/approach – The interviewee is Dr Robert Ambrose, Chief, Software, Robotics and Simulation Division at National Aeronautics and Space Administration (NASA)’s Johnson Space Center in Houston, Texas. As a young child, even before he started school, Dr Ambrose knew, after seeing the Apollo 11 moonshot, that he wanted to work for NASA. Dr Ambrose describes his career journey into space robotics and shares his teams’ experiences and the importance of the development of Robonaut, a humanoid robotic project designed to work with humans both on Earth and in space. Findings – Dr Ambrose received his MS and BS degrees in mechanical engineering from Washington University in St. Louis, and his PhD in mechanical engineering from the University of Texas at Austin. Dr Ambrose heads the flight spacecraft software, space robotics and system simulations for human spaceflight missions. He oversees on-orbit robotic systems for the International Space Station (ISS), the development of software for the Multi-Purpose Crew Vehicle and future human spaceflight systems, simulations for engineering development and training, hardware in the loop facilities for anomaly resolution and crew training and the technology branch for development of new robotic systems. Dr Ambrose also serves as a Principal Investigator for NASA’s Space Technologies Mission Directorate, overseeing research and formulating new starts in the domains of robotics and autonomous systems. He co-chairs the Office of the Chief Technologist (OCT) Robotics, Tele-Robotics and Autonomous Systems roadmap team for the agency’s technology program, and is the robotics lead for the agency’s human spaceflight architecture study teams. Working with the Office of Science and Technology Policy (OSTP), Dr Ambrose is the Technical Point of Contact for NASA’s collaboration in the National Robotics Initiative (NRI). Originality/value – Dr Ambrose not only realized his own childhood dream by pursuing a career at NASA, but he also fulfilled a 15-year national dream by putting the first humanoid robot into space. After seeking a graduate university that would allow him to do research at NASA, it didn’t take long for Dr Ambrose to foresee that the importance of NASA’s future would be in robots and humans working side-by-side. Through the leadership of Dr Ambrose, NASA formed a strategic partnership with General Motors (GM) and together they built Robonaut, a highly dexterous, anthropomorphic robot. The latest Robonaut version, R2, has nearly 50 patents available for licensing. One of the many technology spinoffs from R2 is the innovative Human Grasp Assist device, or Robo-Glove, designed to increase the strength of a human’s grasp.

Social Capital and the Development of Political Support in Europe

2017 ◽  
Author(s):  
Marc Hooghe ◽  
Anna Kern
Keyword(s):  
Social Capital ◽  
Basic Assumption ◽  
Voluntary Associations ◽  
Political Trust ◽  
European Social Survey ◽  
Political Support ◽  
Civil Society Organizations ◽  
Social Survey ◽  
The One ◽  
Democratic Norms

This chapter evaluates the claim that the decline of legitimacy is due to a decline of social capital. The idea that voluntary associations play an important role in establishing social cohesion and political support is a traditional insight in the field of political sociology. The basic assumption is that voluntary associations function as a training ground for democracy, where citizens involved acquire democratic norms and skills that they subsequently apply in their relation with the political system. If this argument is correct, political support should be at least partly influenced by citizens’ participation in civil society organizations. Using European Social Survey data from 2006 and 2012 the authors demonstrate that there is a clear and significant correlation between social involvement on the one hand and satisfaction with the working of democracy and political trust on the other, which largely survives the introduction of a range of control variables.

How Phillips saw the light

2020 ◽  
Vol 36 (8) ◽  
pp. 29-31
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Daily Basis ◽  
Business World ◽  
Content Type ◽  
Freak Show ◽  
The World ◽  
Pertinent Information ◽  
The One ◽  
Practical Implications

Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The problem with developing a reputation of being something of an oracle in the business world is that all of a sudden, everyone expects you to pull off the trick of interpreting the future on a daily basis. Like a freak show circus act or one-hit wonder pop singer, people expect you to perform when they see you, and they expect you to perform the thing that made you famous, even if it is the one thing in the world you don’t want to do. And when you fail to deliver on these heightened expectations, you are dismissed as a one trick pony, however good that trick is in the first place. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

PROMETHEE-based ranking of project managers based on the five personality traits

Kybernetes ◽  
2019 ◽  
Vol 49 (4) ◽  
pp. 1083-1102
Author(s):  
Georgios N. Aretoulis ◽  
Jason Papathanasiou ◽  
Fani Antoniou
Keyword(s):  
Personality Traits ◽  
Questionnaire Survey ◽  
Multicriteria Decision Making ◽  
Project Managers ◽  
Preference Ranking ◽  
Infrastructure Projects ◽  
Public Infrastructure ◽  
Content Type ◽  
The One ◽  
Selection Of

Purpose This paper aims to rank and identify the most efficient project managers (PMs) based on personality traits, using Preference Ranking Organization METHod for Enrichment Evaluations (PROMETHEE) methodology. Design/methodology/approach The proposed methodology relies on the five personality traits. These were used as the selection criteria. A questionnaire survey among 82 experienced engineers was used to estimate the required weights per personality trait. A second two-part questionnaire survey aimed at recording the PMs profile and assess the performance of personality traits per PM. PMs with the most years of experience are selected to be ranked through Visual PROMETHEE. Findings The findings suggest that a competent PM is the one that scores low on the “Neuroticism” trait and high especially on the “Conscientiousness” trait. Research limitations/implications The research applied a psychometric test specifically designed for Greek people. Furthermore, the proposed methodology is based on the personality characteristics to rank the PMs and does not consider the technical skills. Furthermore, the type of project is not considered in the process of ranking PMs. Practical implications The findings could contribute in the selection of the best PM that maximizes the project team’s performance. Social implications Improved project team communication and collaboration leading to improved project performance through better communication and collaboration. This is an additional benefit for the society, especially in the delivery of public infrastructure projects. A lot of public infrastructure projects deviate largely as far as cost and schedule is concerned and this is an additional burden for public and society. Proper project management through efficient PMs would save people’s money and time. Originality/value Identification of the best PMbased on a combination of multicriteria decision-making and psychometric tests, which focus on personality traits.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

Subaltern mediators in the digital landscape

Target ◽  
2017 ◽  
Vol 29 (2) ◽  
pp. 319-338 ◽  
Author(s):  
Teresa Iribarren
Keyword(s):  
Cultural Capital ◽  
Web 2.0 ◽  
The Other ◽  
The Internet ◽  
Lingua Franca ◽  
Content Type ◽  
For Profit ◽  
Long Run ◽  
The One ◽  
Digital Landscape

This article explores translational literary Web 2.0 practices and user-generated cultural creations on the Internet, focusing on video poetry that re-creates canonical poets’ bodies of work. It will be argued that the use of for-profit platforms like YouTube and Vimeo by indie creators and translators of video poetry favours the emergence of new translational attitudes, practices and objects that have positive but also contentious effects. One the one hand, these online mediators explore new poetic expressions and tend to make the most of the potential for dissemination of poetic heritage, providing visibility to non-hegemonic literatures. On the other hand, however, these translational digitally-born practices and creations by voluntary and subaltern mediators might reinforce the hegemonic position of large American Internet corporations at the risk of commodifying cultural capital, consolidating English as a lingua franca and perhaps, in the long run, even fostering a potentially monocultural and internationally homogeneous aesthetics.

Measuring the quality of the “comply or explain” approach

2015 ◽  
Vol 30 (4/5) ◽  
pp. 373-412 ◽  
Author(s):  
Michail Nerantzidis
Keyword(s):  
Content Analysis ◽  
Web Sites ◽  
Stock Exchange ◽  
The Body ◽  
Content Type ◽  
Athens Stock Exchange ◽  
Recent Financial Crisis ◽  
The One ◽  
Comply Or Explain

Purpose – This paper provides evidence regarding the efficacy of the “comply or explain” approach in Greece and has three objectives: to improve our knowledge of the concept of this accountability mechanism, to elevate auditors’ potential role in the control of corporate governance (CG) statements and to contribute to the discussion about the reform of this principle; a prolonged dialogue that has been started by European Commission in the light of the recent financial crisis. Design/methodology/approach – The approach taken is a content analysis of CG statements and Web sites of a non-probability sample of 144 Greek listed companies on the Athens Stock Exchange for the year 2011. Particularly, 52 variables were evaluated from an audit compliance perspective using a coding scheme. From this procedure, the level of compliance with Hellenic Federation of Enterprises (SEV) code, as well as the content of the explanations provided for non-compliance, were rated. Findings – The results show that although the degree of compliance is low (the average governance rating is 35.27 per cent), the evaluation of explanations of non-compliance is even lower (from the 64.73 per cent of the non-compliance, the 40.95 per cent provides no explanation at all). Research limitations/implications – The research limitations are associated with the content analysis methodology, as well as the reliability of CG statements. Practical implications – This study indicates that companies on the one hand tend to avoid the compliance with these recommendation practices, raising questions regarding the effectiveness of the SEV code; while on the other, they are not in line with the spirit of the CG code, as they do not provide adequate explanations. These results assist practitioners and/or policy-makers in perceiving the efficacy of the “comply or explain” approach. Originality/value – While there is a great body of research that has looked into the compliance with best practices, this study is different because it is the first one that rates not only the degree of the compliance with the code’s practices but also the content of the explanations provided for non-compliance. This is particularly interesting because it adds to the body of research by providing a new approach in measuring the quality of the “comply or explain” principle in-depth.

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