Articles

Accelerating innovation in clean energy technologies is a policy priority for governments around the world aiming to mitigate climate change and to provide affordable energy. Most research has focused on the role of governments financing R&D and steering market demand, but there is a more limited understanding of the role of direct government interactions with startups across all sectors. The authors  propose and evaluate the value-creation mechanisms of network resources from different types of partners for startups, highlighting the unique resources of government partners for cleantech startups. 

Iran has been a critical player in the Syrian war since 2011, crafting a complex foreign policy and military strategy to preserve its Syrian ally. What have been the drivers of Iranian decision-making in this conflict? And how has Iranian strategy evolved over the course of the war? This article argues that the logic of deterrence has been fundamental not just for shaping the contours of Iran–Syria relations since the Islamic Revolution of 1979, but also for determining the overall trajectory of Iranian strategy in the Syrian war. The authors outline Iran's decision-making calculus and divide the country's strategy on Syria after the Arab Spring into four primary phases: 1) a ‘Basij’ strategy to establish local militias in Syria; 2) a regionalization strategy to incorporate transnational fighters and militias in the war effort; 3) an internationalization strategy to incorporate Russia and balance the United States; and 4) a post-ISIS deterrence strategy to balance against the United States, Turkey and Israel. Iran's Syria strategy progressively escalated in response to the possible defeat of its ally and the deterioration of its forward deterrence capacities against the United States and Israel. Today, the potential for direct inter-state conflict is rising as proxy warfare declines and Iran attempts to maintain the credibility of its forward deterrence.

During the Trump administration, the usual ways of conducting diplomacy have been upended. Many positions in the State Department have never been filled, and meetings with foreign leaders such as Kim Jong-un and Vladimir Putin have been undertaken with little advance planning. What effect are these changes having now, and how will they affect ongoing relationships between the United States and its allies and adversaries?

The authors raise for debate and discussion what in their opinion is a growing mis-control and mis-protection of U.S. energy research. They outline the origin of this mis-control and mis-protection, and propose two guiding principles to mitigate them and instead nurture research: (1) focus on people, not projects; and (2) culturally insulate research from development, but not science from technology.

Proponents of today's beleaguered nuclear power industry want the U.S. Department of Defense to lead in commercial reactor development and deployment. Bad idea. The authors propose a modest alternative.

In Aesop's fable, a swift hare races with a deliberate tortoise. In the end, the tortoise wins by taking a slow and steady approach. The authors argue that, given the economic constraints on US deployment of nuclear power, a "tortoise strategy" is more prudent for US government nuclear R&D efforts.

Nuclear power holds the potential to make a significant contribution to decarbonizing the US energy system. Whether it could do so in its current form is a critical question: Existing large light water reactors in the United States are under economic pressure from low natural gas prices, and some have already closed. Moreover, because of their great cost and complexity, it appears most unlikely that any new large plants will be built over the next several decades. While advanced reactor designs are sometimes held up as a potential solution to nuclear power's challenges, the authors' assessment of the advanced fission enterprise suggests that no US design will be commercialized before midcentury. That leaves factory-manufactured, light water small modular reactors (SMRs) as the only option that might be deployed at significant scale in the climate-critical period of the next several decades.

There is a sharp boundary between basic and applied research in the organizational structure of the US Department of Energy (DOE). In this work, the authors consider a branch of DOE that was designed to operate across this boundary: the Advanced Research Projects Agency — Energy (ARPA-E). They hypothesize that much of energy research cannot be neatly categorized as basic or applied and is more productive outside of the confines of the basic/applied dichotomy; ARPA-E provides an opportunity to test that hypothesis.

Why does the United States continue to pursue a grand strategy of primacy, despite periodic criticisms and major changes in the international system?

How should Japan respond to China’s growing military threat?