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Space tourism is often represented as an extended version of tourism on the Earth, with tourists experiencing relaxed and trouble-free experiences. But parallels between travel on the Earth and in outer space are misleading. The latter raises major issues concerning power-relations between passengers, pilots, and ground control. Who has the power in space tourism and how is this power exercised? The literature underestimates potential dangers to the human body. These include short- and long-term risks stemming from microgravity, exposure to radiation, and rapidly changing switches between day and night. These problems further undermine the popular image of space tourism as a wholesome and joyous practice. Space tourism may well be a very expensive way of achieving ill health.

The work efficiency and energy consumption of astronauts in the space station are the key issues in the operation of the space station, and how to evaluate the lean value of their activities is also complex and abstract. Combined with the idea of lean management, this paper aims to propose an space station dynamic value stream mapping system that can monitor and continuously improve the value flow and energy flow of astronauts in real time through lean methods.

Through systematic literature review, it is found that there is little research on the issue of lean management for astronauts. In manufacturing and services, value stream mapping is widely used for lean management. However, the static value stream map lacks the characteristics of real-time dynamics. This paper proposes to take the three modules of Muda detection, action recognition and energy monitoring as the basic content of the astronaut lean management framework to make the value stream and energy stream dynamic.

The theoretical framework of astronaut lean management is initially constructed, and the reasons for astronaut Muda and improvement ideas are also analyzed.

In fact, practitioners can use the proposed framework to identify the value of astronauts. Academically, these results collect research on dynamic value stream and lean management, providing a new way to identify value in aerospace using lean methods. Finally, the future research goals of astronaut lean management are put forward.

Long-duration spaceflight missions require many hours of pre-mission and inflight training to develop and maintain team skills. Current training flows rely heavily on expert instructors, while current inflight mission operations are supported by a complex series of support teams at Mission Control. However, future exploration space missions will not have real-time communications with ground-based experts at Mission Control. Portable intelligent tutoring systems may help streamline future training, reducing the burden on expert instructors and crew training time, and allowing for inflight support to mitigate negative effects of the loss of real-time communications. In this chapter, we discuss the challenges of long-duration exploration missions, and outline the myriad possibilities in which intelligent tutoring systems will enhance the crew performance and functioning.

The purpose of this paper is to analyse how the food innovation strategies carried out by an Italian firm, Argotec, responsible for the development and supply of space food (SF) for European astronauts on the International Space Station (ISS), can also be applied to food suitable to be eaten on Planet Earth. This study aims at showing the relationship between SF innovation and terrestrial strategies directed at implementing this kind of food also on terrestrial tables.

This research focusses on a case study. The subject of the case study under analysis is Argotec, an internationally recognised Italian aerospace engineering company, dealing with research, innovation and development in various sectors, including engineering, information technology, system integration, small satellites and “Human Space Flight and Operations”. The company produces innovative SF for European astronauts performing long-duration missions on-board the ISS. Moreover, the SF is made available also for terrestrial beings as a solution for everyday eating necessities.

Argotec is characterised by strong innovation in terms of products and processes. Throughout the case study, the authors focus on the relationship between SF innovation and its terrestrial applications, since this company also manufactures products, traded under the brand “ReadyToLunch”, suitable for daily meals on Earth. Innovation applied to SF can thus offer advantages also for terrestrial daily meals and therefore help the company achieve other competitive advantages: as to the authors’ knowledge, this is a unique case.

This study also has some limitations, typical of the applied methodology. In relation to the interview technique, further interviews would be required in order to fully understand the end-user perspectives regarding the importance and interest of this kind of “ready-to-eat” food.

Practical implications relate to astronauts and to terrestrial consumers. For astronauts, SF is not any more intended only to satisfy humans’ basic needs, and to provide the necessary nutrients during space missions, but has become an important factor in the quality of life in space. For terrestrial consumers, SF may represent a healthy, tasty and nutritious “ready-to-eat” choice: single courses for the main meals and snacks for a break.

This research fills a gap in literature: to the authors’ knowledge, this is the first paper presenting a case study on a company responsible for the development and supply of SF for European astronauts on-board the ISS, as well as encouraging the consumption of SF by terrestrial beings, as an ordinary “ready-to-eat” lunch/dinner.

The National Aeronautics and Space Administration's next major achievement, the Space Station, will start with a six‐person crew. But a Boeing Aerospace Company engineer foresees a seventh astronaut aboard.

Spaceflight presents a unique environment in which multiteam coordination is often required for mission success. This chapter will explore the topic of multiteam systems (MTSs) and their functioning in this environment.

This chapter describes the MTS case of human spaceflight in terms of a specific subset of the system involved in current human spaceflight missions: NASA Mission Control and the NASA astronauts aboard the International Space Station. In addition to describing the system itself, this chapter describes notable advantages and disadvantages of this particular MTS, along with potential future issues in human spaceflight and research directions for use of MTSs in spaceflight.

More than 40 years of successful human spaceflight missions have demonstrated many of the benefits and drawbacks of MTSs across some of the most challenging environments faced by any teams attempting coordination. These environmental challenges include extreme distances, limited modes of communication, complex systems, novel problems, and coordination between teams from multiple countries with differing goals and priorities. The specific advantages and drawbacks of MTSs in this environment, and the impacts of the aforementioned environmental challenges, are discussed.

This chapter examines a known operational and successful MTS that operates in an environment in which many of the standard assumptions regarding teams and MTSs may not apply.

The US manned space flight program is interpreted as an expression of American culture. Since the inception of the program one can detect a regression in the projected image from that which the original astronauts built around themselves to that which NASA constructed with Christa McAuliffe — the “teacher‐in‐space”. The first represents the theme of the American attaining immortality through competence. The second, characterized by the “denial of difference,” represents the American as a participant at “Disneyland‐in‐space”. The capacity to manage technological achievement is present in the former and absent in the latter, in which the concept of technology is replaced by the concept of magic. It is suggested that the same cultural regression may be found in the recent history of American organizational culture.

This chapter describes how Astronaut and Aerospace Engineer, Jeanette Epps, dealt with the ambiguity of being pulled from a space flight by the National Aeronautics and Space Administration (NASA), leveraged emotional intelligence to adapt to the challenge, solidified valuable leadership lessons on resilience, courage, and vulnerability, and provides advice for female leaders on navigating the leadership labyrinth. Fundamentally, the hardship Epps experienced deepened her sense of purpose and leadership identity, making her an exceptional role model for female leaders everywhere.

In this chapter, we view team cohesion from a more generalized perspective of team dynamics, and focus on four leadership models for understanding these dynamics in teams in the context of the Mars Mission. Given the long duration of the mission with periods of no or intermittent communication and support, isolation and confinement, and the risk of great physical and psychological harm, having tailored leadership models for this unique team dynamics context is critical. And yet, many of these same dangerous conditions occur in other contexts such as for first responders, crisis management teams, Special Forces operations, and scientific exploration teams in extreme environments. As such, building from a model of leadership and team dynamics for dangerous contexts, for a long-duration space mission involving both Mission Control and the Astronaut Crew, these models of leadership and team dynamics include a collective-level approach for scientists and engineers, a primarily crew-based socioemotional approach, a leader-level crisis/emergency approach, and a dyadic or sortie-level approach. Implications of these models for effective leadership in building and maintaining team dynamics and cohesion for the Mars Mission and across a variety of other dangerous and extreme contexts are discussed.