Patterns of technology innovation in National Security Space acquisition

National Security Space (NSS) acquisition, like the space sector in general, is constantly tasked to push the frontier of technical performance while controlling program cost and schedule risk. These goals lead to a challenging policy problem in which performance increases are sought through the use of innovative technology while cost and schedule constraints drive the use of proven components. In an effort towards resolving this apparent contradiction through better understanding of the socio-technical NSS innovation system, this work presents the first context extension for the Epoch-Shock Model developed to characterize technology innovation at NASA Goddard Space Flight Center (GSFC). Using a multiple-case study approach, this work describes the innovation pathways through which specific Science and Technology (S&T) development efforts were transitioned into NSS acquisition programs at the National Reconnaissance Office (NRO). The patterns observed in the innovation pathways enable a structured comparison between observations of the GSFC and NSS innovation systems and evaluation of explanatory propositions derived from the combined sample population. Technology innovations transition through similar Epochs in the innovation landscape, driven by similar Shocks, but the formal acquisition system and relationship within the larger national security enterprise change the subset of common shock events. In both organizational contexts, similar dynamics of non-linear technology development were observed, where informal mechanisms for navigating the system are of equal importance to technical breakthroughs in realizing a successful technology insertion. Due to the formality of the acquisition system, the innovation pathways were observed to require more decision-maker and user involvement to change the direction of a development activity. Based on these insights, the work suggests strategies for improved understanding of transition mechanisms by S&T managers that may enhance mission accomplishment in a cost-constrained environment.

Department dc:contributor.department

Massachusetts Institute of Technology. Department of Aeronautics and Astronautics.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2012

Author dc:creator

• Stockham, Erik S. (Erik Steven)

Advisor dc:contributor.advisor

• Annalisa L. Weigel and Jana L. Schwartz.

• Aeronautics and Astronautics.

Statement dc:rights

• MIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/112461

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/112461