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This paper, a “Q & A interview” conducted by Joanne Pransky of Industrial Robot Journal, aims to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned entrepreneur regarding the evolution, commercialization and challenges of bringing a technological invention to market.

The interviewee is Dr Robert Ambrose, Chief, Software, Robotics and Simulation Division at National Aeronautics and Space Administration (NASA)’s Johnson Space Center in Houston, Texas. As a young child, even before he started school, Dr Ambrose knew, after seeing the Apollo 11 moonshot, that he wanted to work for NASA. Dr Ambrose describes his career journey into space robotics and shares his teams’ experiences and the importance of the development of Robonaut, a humanoid robotic project designed to work with humans both on Earth and in space.

Dr Ambrose received his MS and BS degrees in mechanical engineering from Washington University in St. Louis, and his PhD in mechanical engineering from the University of Texas at Austin. Dr Ambrose heads the flight spacecraft software, space robotics and system simulations for human spaceflight missions. He oversees on-orbit robotic systems for the International Space Station (ISS), the development of software for the Multi-Purpose Crew Vehicle and future human spaceflight systems, simulations for engineering development and training, hardware in the loop facilities for anomaly resolution and crew training and the technology branch for development of new robotic systems. Dr Ambrose also serves as a Principal Investigator for NASA’s Space Technologies Mission Directorate, overseeing research and formulating new starts in the domains of robotics and autonomous systems. He co-chairs the Office of the Chief Technologist (OCT) Robotics, Tele-Robotics and Autonomous Systems roadmap team for the agency’s technology program, and is the robotics lead for the agency’s human spaceflight architecture study teams. Working with the Office of Science and Technology Policy (OSTP), Dr Ambrose is the Technical Point of Contact for NASA’s collaboration in the National Robotics Initiative (NRI).

Dr Ambrose not only realized his own childhood dream by pursuing a career at NASA, but he also fulfilled a 15-year national dream by putting the first humanoid robot into space. After seeking a graduate university that would allow him to do research at NASA, it didn’t take long for Dr Ambrose to foresee that the importance of NASA’s future would be in robots and humans working side-by-side. Through the leadership of Dr Ambrose, NASA formed a strategic partnership with General Motors (GM) and together they built Robonaut, a highly dexterous, anthropomorphic robot. The latest Robonaut version, R2, has nearly 50 patents available for licensing. One of the many technology spinoffs from R2 is the innovative Human Grasp Assist device, or Robo-Glove, designed to increase the strength of a human’s grasp.

This study aims to identify critical factors and examine their impact on alliance performance from an organizational learning point of view.

A modified total interpretive structural modeling (M-TISM) methodology was used in this study. The different paths/links in the developed M-TISM model were further validated by using the Mahindra-Ford alliance case study.

In this study, a total of seven critical factors were identified using an extensive literature review, and a hierarchical model was developed. Results show that prior alliance experience, inter-partner learning, knowledge transfer, absorptive capacity and knowledge internalization have a positive on the alliance productivity and performance. Furthermore, the findings indicate that prior alliance experience remains essential for alliance productivity and performance, while knowledge transfer and absorptive capacity can contribute to inter-partner learning and knowledge internalization in strategic alliances.

This study can help managers and policymakers to understand the identified critical factors from an organizational learning perspective and understand their impact on the alliance performance in a competitive environment. The managers should know that previous alliance experience, learning from partner firms, building an absorptive capacity, etc., are necessary to achieve superior alliance productivity and performance. For academicians, the M-TISM methodology used in this study can provide a mechanism to perform exploratory research and build a hierarchical model in different management research fields.

The study fills research gaps by identifying key factors, developing a hierarchical model, and examining their impact on the performance of strategic alliances in the Indian automotive industry.

Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.

The purpose of this paper is to provide a simulation model for assessing innovation deployment strategies by evaluating and comparing their outcomes using a hybrid modeling and simulation of agent‐based modelling and simulation (ABMS) and system dynamics (SD). Since successful deployment of innovations in any organization is as important as the innovations themselves, how to choose a suitable deployment strategy and assess its effectiveness before actual implementation is a critical task.

This paper adopts a hybrid modeling and simulation approach combining the advantages of agent‐based modeling and system dynamics to study the activities and strategies involved in innovation deployment. The developed model was verified and validated with the data from GM's OnStar project.

The research demonstrates that evaluating various deployment strategies for desirable results through hybrid modeling and simulation is possible and useful by finding critical factors and making appropriate forecast, which would aid managers in assessment of innovation deployment strategies and deployment decision‐making processes.

The hybrid modeling and simulation approach provides a powerful tool in various study fields, not only in industries, but also suitable to evaluate the system outputs in both macroscopic and microscopic point of view for many strategy‐making or consulting firms. The presented work is meant for proof‐of‐concept, so numerous expansions are necessary for use in different projects.

For the case evaluated in this paper, it is found that a customer‐oriented strategy outperforms a cost‐oriented strategy in market share as well as customer satisfaction and profit. Cooperation and R&D are essential innovation drivers, but from the study, customer satisfaction does not solely depend on technical advantages. Alliance is a key factor to reduce the cost and risk of uncertainties. The structure and approach of the presented hybrid simulation model can be adopted for other cases to derive conclusions.

The originality of the paper lies in the way of adopting a hybrid modeling and simulation approach to study the effects of innovation deployment strategies. The model can be modified and used in a wide range of organizations to evaluate different strategies and aid decision‐making processes.

The purpose of this paper is to conduct a state-of-the-art review of the ongoing research on the Industry 4.0 phenomenon, highlight its key design principles and technology trends, identify its architectural design and offer a strategic roadmap that can serve manufacturers as a simple guide for the process of Industry 4.0 transition.

The study performs a systematic and content-centric review of literature based on a six-stage approach to identify key design principles and technology trends of Industry 4.0. The study further benefits from a comprehensive content analysis of the 178 documents identified, both manually and via IBM Watson’s natural language processing for advanced text analysis.

Industry 4.0 is an integrative system of value creation that is comprised of 12 design principles and 14 technology trends. Industry 4.0 is no longer a hype and manufacturers need to get on board sooner rather than later.

The strategic roadmap presented in this study can serve academicians and practitioners as a stepping stone for development of a detailed strategic roadmap for successful transition from traditional manufacturing into the Industry 4.0. However, there is no one-size-fits-all strategy that suits all businesses or industries, meaning that the Industry 4.0 roadmap for each company is idiosyncratic, and should be devised based on company’s core competencies, motivations, capabilities, intent, goals, priorities and budgets.

The first step for transitioning into the Industry 4.0 is the development of a comprehensive strategic roadmap that carefully identifies and plans every single step a manufacturing company needs to take, as well as the timeline, and the costs and benefits associated with each step. The strategic roadmap presented in this study can offer as a holistic view of common steps that manufacturers need to undertake in their transition toward the Industry 4.0.

The study is among the first to identify, cluster and describe design principles and technology trends that are building blocks of the Industry 4.0. The strategic roadmap for Industry 4.0 transition presented in this study is expected to assist contemporary manufacturers to understand what implementing the Industry 4.0 really requires of them and what challenges they might face during the transition process.

This paper aims to present the findings from a European study on the digital skills gaps in tourism and hospitality companies.

Mixed methods research was adopted. The sample includes 1,668 respondents (1,404 survey respondents and 264 interviewees) in 5 tourism sectors (accommodation establishments, tour operators and travel agents, food and beverage, visitor attractions and destination management organisations) in 8 European countries (UK, Italy, Ireland, Spain, Hungary, Germany, the Netherlands and Bulgaria).

The most important future digital skills include online marketing and communication skills, social media skills, MS Office skills, operating systems use skills and skills to monitor online reviews. The largest gaps between the current and the future skill levels were identified for artificial intelligence and robotics skills and augmented reality and virtual reality skills, but these skills, together with computer programming skills, were considered also as the least important digital skills. Three clusters were identified on the basis of their reported gaps between the current level and the future needs of digital skills. The country of registration, sector and size shape respondents’ answers regarding the current and future skills levels and the skills gap between them.

The paper discusses the digital skills gap of tourism and hospitality employees and identifies the most important digital skills they would need in the future.