We analyze and compare different aspects of InAs/InAsSb and InAs/GaSb type-II superlattices for infrared detector applications and argue that the former is the most effective when implemented for mid-wavelength infrared detectors. We then report results on an InAs/InAsSb superlattice based mid-wavelength high operating temperature barrier infrared detector. At 150 K, the 50% cutoff wavelength is 5.37 μm, the quantum efficiency at 4.5 μm is ∼52% without anti-reflection coating, the dark current density under −0.2 V bias is 4.5 × 10−5 A/cm2, and the dark-current-limited and the f/2 black-body (300 K background in 3–5 μm band) specific detectivities are 4.6 × 1011 and 3.0 × 1011 cm-Hz1/2/W, respectively. A focal plane array made from the same material exhibits a mean noise equivalent differential temperature of 18.7 mK at 160 K operating temperature with an f/2 optics and a 300 K background, demonstrating significantly higher operating temperature than InSb.

Strategic management (SM) has become prominent on the agenda in several public organizations due to new public management (NPM) reforms. Nevertheless, there are few studies investigating how public organizations apply SM in practice and what tools are used. As a result, calls have been made for such studies. This article can be seen as an attempt to meet this call by presenting a qualitative case study of how SM has been applied in the Swedish Transport Administration (STA), a central government agency in Sweden, and what tools it used in strategy making. By analyzing the micro processes of strategizing at STA, our results indicate that public organizations need to be aware of at least three specific tensions that can enable or constrain strategy making. These tensions are: short v. long-term, parts v. whole, and reactivity v. proactivity.

A regional smart specialization initiative is investigated from a quadruple helix framework (industry, government, academia, and users/civil society). Based on a qualitative case study, we examine the interdependencies of actors, resources, and activities from a micro perspective. The aim is to understand the relationships and the value created between the different actors. From the results we conclude that the fourth helix should be viewed as a wholean arena where triple helix actors in different value adding relationships take on different roleswhere they create value to civil society, for example, new jobs or products for improved elderly care. In line with this, we state that the fourth helix is far more complex than limiting it to simply become a fourth separate helix of users or civil society. There is a complexity in that the fourth helix consists of both different users (including triple helix actors) as well as civil society. Users in the quadruple helix framework can also be defined in several ways depending on the context of the arena (the fourth helix) and what value adding activities they bring to civil society. Thus, users can be businesses, organizations, citizens, society, and many more things. ABSTRAIT Une initiative de sp ecialisation intelligente r egionale est examin ee a travers un mod ele a quadruple h elice (industrie, gouvernement, milieu universitaire et utilisateurs/soci et e civile). En nous basant sur une etude qualitative de cas, nous explorons les interd ependances des acteurs, des ressources et des activit es dans une micro-perspective. Notre objectif est de comprendre les relations et la valeur cr e ee entre les diff erents acteurs. Nos r esultats nous am enent a conclure que la quatri eme h elice doitêtre prise en compte dans son ensembleune ar ene dans laquelle des acteurs a triple h elice engag es dans des relations a valeur ajout ee jouent des rôles diff erentsy cr eant de la valeur pour la soci et e civile, par exemple de nouveaux emplois ou de nouveaux produits pour une am elioration des soins aux personnesâg ees. Conform ement a cette approche, nous affirmons que la quatri eme h elice est bien plus complexe que si elle se limitait a devenir simplement une quatri eme h elice distincte compos ee d'usagers et de membres de ARTICLE HISTORY

This article explores Robotdalen, a smart specialization initiative in the region of Mälardalen, Sweden, and its impact on regional innovation systems (RIS). The Robotdalen initiative, with the goal to create a regional center for robotics, was established based on the triple helix innovation systems model of industry, university, and government interaction. This paper aims to understand the dynamic interactions of the smart specialization strategy in relation to the RIS. It also includes the perspective of the fourth helix, which contains civil society and users. To date, there has been a scarcity of research which explores the challenges of quadruple helix models from a micro perspective to understand their complexity. To address this, a single case study approach is taken, which includes a longitudinal perspective of 10 years (2007–2016). The analysis includes micro activities explored from a strategizing perspective. The research contributes by identifying three strategic practices that have evolved over time for Robotdalen. It also presents an empirical operationalization of the fourth helix, as well discusses the arrival of the fourth helix perspective.

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In this work, we investigate the high temperature performance of mid-wavelength infrared InAsSb-AlAsSb nBn detectors with cut-off wavelengths near 4.5 μm. The quantum efficiency of these devices is 35% without antireflection coatings and does not change with temperature in the 77–325 K temperature range, indicating potential for room temperature operation. The current generation of nBn detectors shows an increase of operational bias with temperature, which is attributed to a shift in the Fermi energy level in the absorber. Analysis of the device performance shows that operational bias and quantum efficiency of these detectors can be further improved. The device dark current stays diffusion limited in the 150 K–325 K temperature range and becomes dominated by generation-recombination processes at lower temperatures. Detector detectivities are D*(λ) = 1 × 109 (cm Hz0.5/W) at T = 300 K and D*(λ) = 5 × 109 (cm Hz0.5/W) at T = 250 K, which is easily achievable with a one stage TE cooler.

The purpose of this paper is to study the first phase—from 2014 to 2016—of the Swedish Public Employment Service's renewal journey by examining how the agency worked to achieve its new strategy through processes of strategic management and entrepreneurship. We did this through the theoretical lens of strategic entrepreneurship (SE). The results showed that the agency's renewal processes are simultaneously entrepreneurial and strategic. The agency is historically well known for its detailed management and control, which creates several tensions with entrepreneurship. We contributed to previous literature by focusing on the organizational aspects of these tensions and the SE practices of balancing entrepreneurship with strategic management.