Concentrating on the case of energy-saving technology, the authors explain the high frequency of implementation failure by examining the reward structure of federal R&D agencies and the limits of current methods of program planning and technology assessment.
Concentrating on the case of energy-saving technology, the authors explain the high frequency of implementation failure by examining the reward structure of federal R&D agencies and the limits of current methods of program planning and technology assessment.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Peter W. House, visiting scholar at the Institute of Transportation Studies, University of California, Berkeley, received a doctorate in public administration and sociology from Cornell University. Dr. House previously was with the U.S. Environmental Protection Agency, where he served as director of the Environmental Studies Division and deputy director of the Washington Environmental Research Center in the Office of Research and Development. David W. Jones, Jr., holds a doctorate in communications from Stanford University. He is currently an associate specialist and transportation policy analyst at the Institute of Transportation Studies, University of California, Berkeley, and has served as a consultant to the Illinois and the California Departments of Transportation, the U.S. Urban Mass Transportation Administration, the National Science Foundation, and the National Aeronautics and Space Administration.
Inhaltsangabe
Preface Introduction Studies of the Implementation Process Innovation in the Private Sector Technological Innovation in the Public Sector Public Sector Private Sector Comparisons Integrating Theory and Experience Getting It Off the Shelf
Preface Introduction Studies of the Implementation Process Innovation in the Private Sector Technological Innovation in the Public Sector Public Sector Private Sector Comparisons Integrating Theory and Experience Getting It Off the Shelf
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