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Chapter 16 - Transitions in Energy Systems
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- By Anand Patwardhan, Indian Institute of Technology, Ines Azevedo, Carnegie Mellon University, Tira Foran, Commonwealth Scientific Industrial Research Organisation, Mahesh Patankar, Independent Energy Sector Consultant, Anand Rao, Indian Institute of Technology, Rob Raven, Eindhoven University of Technology, Constantine Samaras, Rand Corporation, Adrian Smith, University of Sussex, Geert Verbong, Eindhoven University of Technology, Rahul Walawalkar, Customized Energy Solutions, Riddhi Panse, Indian Institute of Technology, Saumya Ranjan, Indian Institute of Technology, Neha Umarji, Indian Institute of Technology, John Weyant, Stanford University
- Global Energy Assessment Writing Team
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- Book:
- Global Energy Assessment
- Published online:
- 05 September 2012
- Print publication:
- 27 August 2012, pp 1173-1202
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- Chapter
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Summary
Executive Summary
This chapter examines the theme of transitions in energy systems. It assesses the literature that explores the genesis, growth, and management of transitions. This literature provides a multi-level framework for large-scale, transformative change in technology systems, involving a hierarchy of changes from experiments to niches to technology regimes.
The chapter also covers specific innovation systems and experiments in the energy sector that may have the potential for larger impact and could lead to new niches or technology regimes. These experiments include technology-driven innovations in generation and end-use; system-level innovations that could reconfigure existing systems; and business model innovations centered on energy service delivery. Experiments in generation include hybrid systems, where multiple primary energy sources help address issues such as intermittency. Experiments in end-use include technology options for the simultaneous delivery of multiple energy services, or energy and non-energy services. System-level experiments include innovations in storage, distributed generation, and the facilitation of energy efficiency by effectively monetizing savings in energy use.
In some of these experiments, technology can lead to changing relationships between actors or changing roles for actors; for example, the process of consumers becoming producers is seen in small-scale biogas projects. These changing relationships present both challenges and opportunities for influencing the transition process. The chapter also discusses policy and institutional issues that affect transitions. Finally, it is seen that although technological research, development, and innovation are important, a wide-scale, equitable, and accessible transformation to energy systems for sustainable development needs to be tackled as a socio-political issue.
Intraorganizational Alignment and Innovation Processes: Philips and Transistor Technology
- Mila Davids, Geert Verbong
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- Journal:
- Business History Review / Volume 80 / Issue 4 / Winter 2006
- Published online by Cambridge University Press:
- 13 December 2011, pp. 657-688
- Print publication:
- Winter 2006
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- Article
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The Dutch company Philips succeeded in producing transistors early on. By the early 1950s, it had acquired a strong position in the European semiconductor market. However, by the end of the 1950s, it was being surpassed by competitors. In response to the developments in solid state electronics, Philips' management adjusted the company's research, development, and production capabilities, enabling the firm to bring point-contact and layer transistors onto the market and to develop its own high-frequency transistor. When demand for industrial transistors increased, Philips was unprepared, leaving it without an entrée to this new market. The company's exclusive contracts with IBM not only failed to produce the expected results; they also limited its ability to establish ties with other computer companies and most important it illustrated Philips' choice not to produce computers. Therefore, Philips did not build knowledge and expertise in the computer field. Philips' organizational structure hampered both its innovative capacity in the field of applications and its ability to adjust transistor requirements to suit customer needs. Thus, by the early 1960s, Philips found itself in a weakened position in the increasingly competitive transistor market.
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