Enabling American Innovation

Traces engineers' struggle to win intellectual, financial and organizational recognition within the National Science Foundation. This book analyzes the tools and arguments, how they altered over time, and how budgetary and philosophical debates were played out through organizational manipulation.

Pres. Obama’s Innovation Strategy builds on over $100 billion of Recovery Act funds that support innovation, support for educ., infrastructure and others and novel regulatory and exec. order initiatives. It seeks to harness the ingenuity of the Amer. people and a dynamic private sector to ensure that the next expansion is more solid, broad-based, and beneficial than previous ones. The strategy focuses on critical areas where balanced gov’t. policies can lay the foundation for innovation that leads to quality jobs and shared prosperity: (1) Invest in the Building Blocks of Amer. Innovation; (2) Promote Competitive Markets that Spur Productive Entrepreneurship; (3) Catalyze Breakthroughs for National Priorities. Illus. This is a print on demand publication.

The seemingly unlimited reach of powerful biotechnologies and the attendant growth of the multibillion-dollar industry have raised difficult questions about the scientific discoveries, political assumptions, and cultural patterns that gave rise to for-profit biological research. Given such extraordinary stakes, a history of the commercial biotechnology industry must inquire far beyond the predictable attention to scientists, discovery, and corporate sales. It must pursue how something so complex as the biotechnology industry was born, poised to become both a vanguard for contemporary world capitalism and a focal point for polemic ethical debate. In Biotech, Eric J. Vettel chronicles the story behind genetic engineering, recombinant DNA, cloning, and stem-cell research. It is a story about the meteoric rise of government support for scientific research during the Cold War, about activists and student protesters in the Vietnam era pressing for a new purpose in science, about politicians creating policy that alters the course of science, and also about the release of powerful entrepreneurial energies in universities and in venture capital that few realized existed. Most of all, it is a story about people—not just biologists but also followers and opponents who knew nothing about the biological sciences yet cared deeply about how biological research was done and how the resulting knowledge was used. Vettel weaves together these stories to illustrate how the biotechnology industry was born in the San Francisco Bay area, examining the anomalies, ironies, and paradoxes that contributed to its rise. Culled from oral histories, university records, and private corporate archives, including Cetus, the world's first biotechnology company, this compelling history shows how a cultural and political revolution in the 1960s resulted in a new scientific order: the practical application of biological knowledge supported by private investors expecting profitable returns eclipsed basic research supported by government agencies.

Innovation is everywhere. In the world of goods (technology), but also in the world of words: innovation is discussed in the scientific and technical literature, but also in the social sciences and humanities. Innovation is also a central idea in the popular imaginary, in the media and in public policy. Innovation has become the emblem of the modern society and a panacea for resolving many problems. Today, innovation is spontaneously understood as technological innovation because of its contribution to economic "progress". Yet for 2,500 years, innovation had nothing to do with economics in a positive sense. Innovation was pejorative and political. It was a contested idea in philosophy, religion, politics and social affairs. Innovation only got de-contested in the last century. This occurred gradually beginning after the French revolution. Innovation shifted from a vice to a virtue. Innovation became an instrument for achieving political and social goals. In this book, Benoît Godin lucidly examines the representations and meaning(s) of innovation over time, its diverse uses, and the contexts in which the concept emerged and changed. This history is organized around three periods or episteme: the prohibition episteme, the instrument episteme, and the value episteme.

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

National Science Foundation (NSF) is a unique federal agency because it supports scientific research financially, but does not engage in scientific work itself. Its history is known only in part because the NSF is a vibrant, expanding, and living entity that makes the final telling of its story impossible. Much can be learned from its beginning as well as its component parts. If the founding of the NSF in 1950 was couched in an era of physics, especially atomic physics, certainly by the end of the 20th century and the beginning of the 21st, biology was, and remains, the queen of sciences for the predictable future. This book highlights the elite status of America’s biological sciences as they were funded, affected, and, to a very real degree, interactively guided by the NSF. It examines important events in the earlier history of the Foundation because they play strongly upon the development of the various biology directorates. Issues such as education, applied research, medical science, the National Institutes of Health, the beginnings of biotechnology, and other matters are also discussed.