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ID:
169352
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| Summary/Abstract |
We discuss how the space industry moved from a government dominated field to a commercially driven field. In the context of this industry shift, we explore how NASA's capabilities developed from its early hierarchical model to the intergovernmental and then commercial network models. We refer in particular to NASA's organizational, cultural, relational, and technological capabilities. These developments over time suggest that these are dynamic capabilities that respond to the demands of the external environment and to mission imperatives.
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| 2 |
ID:
053542
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| Publication |
Cambridge, Cambridge University Press, 2003.
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| Description |
xx, 232p.Pbk
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| Standard Number |
0521812615
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 048557 | 658.401221/HER 048557 | Main | On Shelf | General | |
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| 3 |
ID:
136881
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| Summary/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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