Two modest proposals for propelling NASA forward |
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| Institution: | 1. Warwick Business School, Scarman Road, Coventry CV4 7AL, United Kingdom;2. Strategic Opportunities & Partnership Development, NASA Johnson Space Center, Houston, TX, United States;1. Anna University, Chennai, India;2. VIT University, Chennai, India;1. Department of Signal Theory and Communications, Universidad Rey Juan Carlos, Fuenlabrada, Spain;2. Department of Signal Theory and Communications, Universidad Miguel Hernández, Elche, Spain;3. Area of Commercialization and Market Research, Universidad de Castilla La Mancha, Albacete, Spain;4. Prometeo, Electric and Electronic Department, Universidad de las Fuerzas Armadas ESPE, Ecuador;1. Department of Mathematics, Weizmann Institute of Science, Rehovot 76100, Israel;2. University of Pennsylvania, Columbia University, Uris Hall, 3022 Broadway, New York, NY 10027, United States;3. Sol Snider Entrepreneurial Research Center, Wharton School, University of Pennsylvania, 3733 Spruce Street, Philadelphia, PA 19104-6374, United States;1. Space Policy Institute, Elliott School of International Affairs, Washington, DC 20052, USA;2. NASA Ames Research Center, Moffett Field, Mountain View, CA 94035, USA |
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| Abstract: | The external and internal environments of NASA have been shifting, necessitating new approaches to problem solving and innovation. Based on a strategic alignment analysis, and an understanding of NASA's internal and external contexts, we have two modest proposals: First, give NASA flexibility to manage its human resources and infrastructure based on market-based, competitive, performance-oriented principles. Second, it is time for NASA to become a real network organization. One that is properly integrated both internally (across NASA centers) as well as externally with whatever organizations have superior space-related knowledge and technology, wherever they are. |
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| Keywords: | NASA Johnson Space Center Organizational change |
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