Summary of paraffins used as PCMs for TES in the built environment.
\\n\\n
More than half of the publishers listed alongside IntechOpen (18 out of 30) are Social Science and Humanities publishers. IntechOpen is an exception to this as a leader in not only Open Access content but Open Access content across all scientific disciplines, including Physical Sciences, Engineering and Technology, Health Sciences, Life Science, and Social Sciences and Humanities.
\\n\\nOur breakdown of titles published demonstrates this with 47% PET, 31% HS, 18% LS, and 4% SSH books published.
\\n\\n“Even though ItechOpen has shown the potential of sci-tech books using an OA approach,” other publishers “have shown little interest in OA books.”
\\n\\nAdditionally, each book published by IntechOpen contains original content and research findings.
\\n\\nWe are honored to be among such prestigious publishers and we hope to continue to spearhead that growth in our quest to promote Open Access as a true pioneer in OA book publishing.
\\n\\n\\n\\n
\\n"}]',published:!0,mainMedia:null},components:[{type:"htmlEditorComponent",content:'
Simba Information has released its Open Access Book Publishing 2020 - 2024 report and has again identified IntechOpen as the world’s largest Open Access book publisher by title count.
\n\nSimba Information is a leading provider for market intelligence and forecasts in the media and publishing industry. The report, published every year, provides an overview and financial outlook for the global professional e-book publishing market.
\n\nIntechOpen, De Gruyter, and Frontiers are the largest OA book publishers by title count, with IntechOpen coming in at first place with 5,101 OA books published, a good 1,782 titles ahead of the nearest competitor.
\n\nSince the first Open Access Book Publishing report published in 2016, IntechOpen has held the top stop each year.
\n\n\n\nMore than half of the publishers listed alongside IntechOpen (18 out of 30) are Social Science and Humanities publishers. IntechOpen is an exception to this as a leader in not only Open Access content but Open Access content across all scientific disciplines, including Physical Sciences, Engineering and Technology, Health Sciences, Life Science, and Social Sciences and Humanities.
\n\nOur breakdown of titles published demonstrates this with 47% PET, 31% HS, 18% LS, and 4% SSH books published.
\n\n“Even though ItechOpen has shown the potential of sci-tech books using an OA approach,” other publishers “have shown little interest in OA books.”
\n\nAdditionally, each book published by IntechOpen contains original content and research findings.
\n\nWe are honored to be among such prestigious publishers and we hope to continue to spearhead that growth in our quest to promote Open Access as a true pioneer in OA book publishing.
\n\n\n\n
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He is currently working as a Professor at Faculty of Agriculture, Department of Field Crops at the same university. Prof. Yildiz’s research area includes: plant tissue culture, plant biotechnology, molecular markers, Agrobacterium tumefaciens-mediated gene transfer, plant stress physiology, plant immune system, plant defense mechanism, and plant breeding. Mustafa Yildiz has authored over 170 scientific publications, two books, and 7 book chapters. He was awarded with the 1st place in the \\'International Sunflower Project Market” by the \\'International Sunflower Association” for his project titled \\'A New Environmental Friendly Production Method in Sunflower for High Seed and Crude Oil Yields”. Prof. Yildiz has also carried out many other research projects. 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Assignments have spanned the public and private sectors, particularly in the CPG, automotive, and financial services and healthcare sectors.
\nThis paper is informed principally by the team’s collective direct experience as consulting practitioners and to a lesser extent from academic study.
\nOn the topic of innovation, the received wisdom is that around 80% of initiatives fail for one reason or another. What are the reasons? Why is the failure rate so high? Is it inevitably something of a random process for which we have no choice but to tolerate 20% success, or are there more predictable and actionable reasons that organization leaders can do something about?
\nThere has been a huge amount of energy expended around improving the innovation process itself and addressing points such as the importance of a strong customer insight, the clarity of the framing of the “customer job to be done” to inform ideation and design thinking, and the helpful rigor required to frame an innovation as “greenfield” investment proposition to potential investors.
\nOur observation is that rather less attention has been given to another significant cause of innovation’s low strike rate—the ability of an organization to reshape itself so that it is able to effectively execute a new proposition.
\nAmidst all the talk of open innovation, partnering, and outsourcing, there is a concern about the ceding of value and control to third parties, but relatively little talk about how organizations can evolve their core—from the high-performance, dominant model that prevail today and toward what they need to become in the future to retain greater ownership of the value chain and build in greater responsiveness to customer opportunities.
\nThis chapter explores the challenge of “innovation inside” and proposes a new way of framing a response from leadership. It should be emphasized that the thinking is embryonic and very much an “idea under study” with various pilots currently underway with clients. Therefore, the author would welcome feedback, challenge, and commentary.
\nThere was a time when innovation was called new product development (NPD). All that mattered was product performance, with customers making rational choices based upon the attributes and relative performance of a product compared to alternatives. The job of NPD was to create a flow of new products (or more often existing products with new/improved features) that could be demonstrated to be superior and preferable.
\nMost of these new products were borne of the same capabilities and expertise as their predecessors. They were designed by the same teams and produced on the same lines. They were mainly incremental innovations. The job of marketers was to stay abreast of what customers valued most about their products and then to package and position new products in a way that would emphasize those benefits. Competitors found themselves engaged in a “new/improved” arms race, sometimes choosing to differentiate on performance and sometimes on value.
\nAs markets have matured, products have tended to converge. The same technology and know-how have become widely available. At the same time, the capacity to innovate has become more specialized and dispersed. Organizations are increasingly faced with the classic “Innovator’s Dilemma” [1] where the capabilities that have taken an organization to a position of success become rigidities that can inhibit innovation, leaving the ground open to more flexible competitors.
\nTwenty years ago, a car produced by one company could set itself apart from that of a competitor based on a number of physical differences. That is patently no longer the case. Value is found not just in what organizations offer but the experience that surrounds it. What might be called a postindustrial model is emphasizing customer experience as one of the few sustainable sources of competitive differentiation.
\nHow have organizations broken out of the product convergence trap? Some have persevered with product innovation but with ever-diminishing returns. Some have tried to brand their way out of trouble, investing heavily to encourage loyalty and build durable emotional bonds with their customers. Others look beyond product, making the most of new digital technologies to innovate in channel, brand, and customer experience. There has also been a considerable “behind the scene” innovation in process and business model, again enabled by technology. Doblin, an innovation consultancy, estimates that while 80% of effort still goes into product innovation, 80% of returns come from innovation elsewhere in the value chain [2].
\nGoing “beyond product” for innovation does appear to be fertile territory from a customer value perspective, but it brings with it many new executional challenges. How to build or gain access to new capabilities, and how to successfully manage an extended network of partners, suppliers, outsource providers? How to retain sufficient value and control within a more complex network of participants? How to maintain some strategic alignment with core business purpose and values?
\nA global life insurance business found itself in a position where significant innovation opportunities had been identified in relation to healthcare. Rather than just giving people a lump-sum when they were diagnosed with a serious illness, why not go further and offer support across the entire care pathway, helping select the best qualified doctors and best performing hospitals for treatment, helping organize care and rehabilitation, and even helping them with ongoing healthier lifestyle nudges (that will help to reduce their insurance premiums)? This proposition was highly appealing to customers, particularly in countries with less well-developed healthcare infrastructure and availability.
\nThis convergence of financial protection with healthcare management might be an exciting and potentially valuable customer proposition, but how do you go about delivering it when your main competence is in actuarial science and product distribution through an agency model? For what healthcare and wellness services would you be a credible provider?
\nInsurance and healthcare are different sectors that are regulated separately and based on different capabilities. Therefore, it is tempting to respond to such questions with a start point of” we are in the business of insurance, not healthcare” and to preclude the option of organic organization development in favor of partnerships and alliances.
\nOne could have made the same argument about automotive manufacture and distribution compared to vehicle finance and insurance. Yet, over the past 20–30 years, the major automotive brands have successfully evolved their organizations to include sizeable core banking operations.
\nThere has been a trend toward more “open-source” innovation, encouraging participation from beyond the organization in order to access expertise that the company does not have and would struggle to develop organically. Notable players in this space include Unilever (Unilever Ventures and Unilever Foundry) and Coca-Cola (VEB) (see Section 3.2.6).
\nWhile large organizations have found new ways to generate innovative ideas, bringing them to fruition through the established organization remains a challenge. The focus of this paper is not on the identification of valuable innovation opportunities (innovation outside), but more on the challenges related to their realization and delivery (innovation inside).
\nMost leadership teams are alive to the challenge of delivering for today while conceiving innovations for tomorrow. They are well aware that they need to address the questions of:
How can we improve what we do to drive performance in the short term? (focus on getting BETTER)
Where and how should we be innovating in the future to sustain value growth? (focus on being DIFFERENT)
They recognize that while the first question is always more pressing, some thought and effort need to be simultaneously dedicated to the second question.
\nMost established organizations are centered around the “performance cycle” (Figure 1). The performance cycle is what creates value for today. It is where core capabilities and processes reside, with focus on consistency, repeatability, targets, control, and strong governance. If the performance cycle is malfunctioning, resource will be drawn from elsewhere, sometimes sacrificing innovation.
\nPerformance Cycle.
For listed companies that need to report quarterly, leadership can become preoccupied with “feeding the monster,” fueling, tweaking, and fettling the performance cycle to deliver ever more. The performance cycle attracts the lion’s share of talent, resource, and political influence.
\nThere is a separate requirement to ponder the future, to provide stimulation and inspiration, and to understand where future value growth is going to come from. Let us call this the innovation cycle (Figure 2). The innovation cycle takes into account trends in technology, competitor activity, regulatory change, and social/cultural influences. Most importantly, the innovation cycle explores how customers’ needs are changing and their “jobs to be done.”
\nInnovation Cycle.
All these inputs are then the fodder for generation of ideas for new customer propositions which are then developed, filtered, and tested. The output from the innovation cycle will vary from an articulation of high-level opportunity areas through to headline business plans and implementation pathways.
\nMost organization leaders recognize that different resources, capabilities, and processes are needed for innovation. Where they differ is in their approach to handling innovation alongside “business as usual.” Detailed below are some of the archetypal approaches we have observed, from the rudimentary to the more sophisticated. Notably, none of them fully address the inherent tensions between bridging performance and innovation.
\nThe organization is entirely preoccupied with short-term performance and next quarter’s results. Topics such as strategy and innovation only make it onto the annual awayday agenda as afterthoughts. They are discussed in an unstructured way and get sidelined if anything else overruns. No individual is specifically accountable for innovation; it is deemed to be a little bit of everybody’s job, which of course ends up as nobody’s job.
\nReal innovation happens either at the whim of a senior manager who has seen what a competitor is doing and thinks “we should be doing that” or in a state of panic when the organization faces existential crisis from, e.g., a new disruptive competitor or the loss of a major customer.
\nThe CEO has read somewhere that innovation is everybody’s job, which encourages suggestions from across the organization. The majority of suggestions will be about fixing operational issues and dealing with everyday gripes. If the suggestion box is supported by working groups to pick up the ideas, this can be a great way to channel a flow of improvements.
\nHowever, the usual outcome from such schemes is an initial flurry of enthusiasm and ideas, followed by organizational indigestion, silence, and disillusionment.
\nThe main limitation of “suggestion box innovation” is that it will primarily provide incremental performance improvement ideas, which is really better considered as an underpinning of the performance cycle rather than the innovation cycle.
\nThe importance of innovation has been recognized, and somebody (usually a middle manager) is assigned responsibility for it, in addition to their regular core business responsibilities. It is supposed to be 50% of their time, but because of the prevailing power structure and priorities, they struggle to dedicate even 20%. Innovation becomes consigned to the “important, but not urgent” quadrant of the organization’s priorities. The innovation manager is more of a cheerleader than an impactful practitioner and will always default to operational matters when under pressure.
\nIn many ways, side-of-desk innovation represents the worst of all worlds. Some resource is dedicated to it, and there is some level of expectation that “somebody is looking after it, so I don’t have to.” But under this setup, innovation is poorly handled, delivers little, and is visibly a low priority. Perhaps better not to bother at all.
\nIn a fast-moving industry, the organization recognizes that it needs external help to stay up to speed with what is happening in the world outside. Disruptive thinking is outsourced to an expensive innovation agency that is fantastic at idea generation and beard cultivation—but would struggle to boil an egg.
\nWhile they may be steeped in the language of design thinking and agile project management, they know little of the realities of business and what it takes to cross the bridge from idea to delivery.
\nRecently, technology and business process outsourcing consultants have been acquiring innovation agencies in the hope of owning the entire customer experience, leveraging digital technologies and getting into space that has traditionally been the domain of the large advertising groups. We are skeptical of treating core innovation as an outsourced service.
\nUnder the semidetached model (Figure 3), there is an explicit recognition that innovation is different from operations, needs proper resourcing, and should be a discrete unit. There is a team in a purpose-built location (often on the main business site) that enjoys the benefits of corporate resources but is not subject to the usual rigors of corporate governance.
\nSemidetached innovation.
Innovation thus has time and space to flourish, within an environment that has at least an eye on migration of new ideas into the main business.
\nOne of the biggest challenges to making this model work is finding the right team. Those who have risen up through the internal hierarchy will have done so because of their expertise in incremental performance improvement rather than disruptive innovation, and their corporate-received wisdom may in fact be a liability in this context. Conversely, those more unconventional types that fancy themselves as “intrapreneurs” or “creovator” in the spirit of Martin Lukes [3] might be good at getting new thinking off the ground but struggle to achieve traction because they are not taken seriously by their colleagues.
\nA manufacturer in the automotive industry set up a semidetached innovation unit with the task of plotting the course toward an electric-based, multichannel, mobility-driven future that looked very different to the current business model and infrastructure. The team leaders were high-potential managers picked from the existing business. They were given 6 months to develop their plans, with the expectation of presenting challenging and expansive new initiatives for the main board to consider.
\nWithin a few months, it became clear that they had not escaped the gravitational pull of the mother ship. A more relaxed dress code could not prevent the building of new, insular siloes to match the old, insular siloes, and senior management soon reverted to type as “demanding, critical parents,” firmly grounded in the performance cycle, and behaving as if their brief dalliance with innovative thinking had never happened.
\nThe detached model creates a separate innovation/ventures/incubator unit that is free from most of the governance constraints of the main organization and is often led by a real entrepreneur who might also be a shareholder in the new venture.
\nThe unit may be sited on the campus of a leading-edge university, or in an edgy part of town, surrounded by an ambitious, creative, and mobile workforce.
\nThere are numerous permutations of these “open innovation” models, with the role of the main organization varying from the minimum (provider of seed capital) through a full commercialization model (e.g., people, finance, brand, route to market).
\nThe detached model is likely to attract more ambitious and creative people and to create a flow of genuinely innovative ideas. The downside risks of “detachment” are a dilution of shareholding and control, and the risk of new business ideas that have a limited fit with the core.
\nUnilever is a multinational consumer goods firm with more than 400 brands focused on health and well-being.
\nFounded in 2002, Unilever Ventures is the venture capital and private equity arm of Unilever, investing in young, promising companies and accelerating their growth through access to Unilever’s global ecosystem, assets, and expertise.
\nUnilever Ventures currently has 46 investments and 15 lead investments and has made 6 successful exits.
\nFounded in 2014, Unilever Foundry is Unilever’s platform for start-ups and innovators to engage, collaborate, and explore business opportunities with Unilever and its 400+ brands. Start-ups can apply to address new briefs from Unilever and if successful will be provided with:
Financial support for pilots and test models, with a focus on start-ups who are ready to scale up across geographies and brands
Access to one of Unilever’s 7000 marketers to help with development of brand positioning, marketing strategy, and a product roadmap
Opportunities to participate in networking events, hacks, and competitions
The platform has launched over 100 pilots with start-ups, roughly 50 of which have been scaled based on metrics around effectiveness, efficiency, and sustainability.
\nUnilever Ventures works closely with the Unilever Foundry to provide technology innovators with access to paid pilot projects, mentorship, and growth financing.
\nFounded in 2007, Coca Cola set up the Venturing & Emerging Brands (VEB) team.
\nVEB wears four different hats. First, VEB focuses on the future, identifying longer-term consumer opportunities. Then, they put on a venture capital hat, which means deciding where to make investments. Third, VEB acts as an incubator, bringing brands to market—or to a wider market. Finally, in the integrator role, VEB aims to “graduate” successful brands out of VEB into Coca Cola’s larger portfolio.
\nIn the 10 years since VEB launched, the unit has either built or invested in 42 brands. Honest Tea is one of the top success stories. VEB recognized that health and wellness were a growing trend and understood that consumers were looking for drinks that would align with healthier lifestyles. With Coca Cola’s help, the brand has expanded to more than 100,000 locations in the United States and debuted in Great Britain in 2016.
\nWe have established that the performance cycle and the innovation cycle are very different in terms of objectives, capabilities, and processes.
\nWe have examined the types of responses from organizations to managing the innovation cycle alongside the performance cycle and found them to be less than ideal.
\nWhere should we go next in pursuit of a solution? First, let us examine the prescriptions from other leading management thinkers.
\nChristensen and Raynor [1] advocate the building of a “Disruptive Growth Engine” founded on the following principles:
Start before you need to: invest in disruption when the company is still growing and create time to think.
Put a senior manager in charge: to monitor the resource allocation process and to keep communication flowing across the disruptive-sustaining boundary.
Assemble an expert team of movers and shakers: responsible for shaping ideas to fit the litmus test of disruption.
Train the troops: team members who are close to the market and are trained to look in the right places and to send the right ideas into the process.
Govindarajan and Trimble [4] also argue for the purposeful separation of innovation initiatives from ongoing operations. They also argue that there is a gap between “committing to an innovative idea” and “making innovation happen,” with a need to reassess the approach to organizing and planning in the same way that one would ordinarily do between strategy and execution.
\nTheir recommendation is, for each innovation initiative, to build a team with a custom organizational model and a plan that is revised only through a rigorous learning process. The custom team works in parallel with ongoing operations, and the plan evolves through a series of disciplined “test and learn” experiments.
\nOutram [5] advocates three things behind organizing for a successful delivery of strategy (for which we read “organizational innovation” in this context):
Choose the right people and organize them effectively—and do not be afraid to lose people who cannot or will not align with the strategy.
Clarity from the top, often best achieved by a CEO surrounded by a loyal coterie of “true believers” who act in line with the strategy and can explain it to doubters (the Conspiracy Theory of Management).
Communication to each and every person in the company—a “ripple” method which reaches each level in the business in a way which is relevant to them.
We would argue that these are sensible suggestions that are necessary but not sufficient. It is not enough to reach a point where a small team of smart people has done most of the thinking and then expect to be able to roll out/train the troops, with the assumption common in management thinking that it is simply a question of deterministic “execution.”
\nWe believe there are additional challenges to be overcome:
\nThe language used to describe the challenges we are discussing often betrays the mindset of the engineer. We are introduced to “engines,” “systems,” “transformations,” “cycles,” and “capabilities.” These are mechanistic things that can be designed, controlled, taken apart, repaired, and reconfigured.
\nYet, organizations are not machines; they are human organisms. Our understanding might be better served by insights from bioscience, psychology, and behavioral science rather than business, economics, and engineering.
\nIt is something of a cliché to say that organizations stand or fall because of the people who work in them. Organizations are driven by human motivation, energy, ingenuity, perseverance, and collective endeavor.
\nThey cannot be “transformed” from one state to another at the flick of switch; they cannot be restructured or reconfigured like some MBA version of Frankenstein’s monster. Rather, sustainable organizations tend to evolve through thousands of small, individual changes, one day at a time.
\nInnovation leaders are naturally impatient and want to get on to the next thing. They can see it. Why cannot everybody else? Yet, within any large, established organization that is trying to do something different, the change will only come from many people doing many things differently.
\nInnovation leaders sometimes have a tendency to go around telling people what it is they need to do differently, taking it as read that changes are self-evident, desirable, and achievable.
\nThere are two important counters to this way of thinking. First, the complexity of organizational change means that it is near impossible to figure out in advance the full implications of a significant innovation. They are not self-evident. We need a mechanism to work out “what this means for me/my team/my function.”
\nSecond, there is a human challenge to motivate and persuade. Nobody likes to be told what to do differently without also understanding “what’s in it for me.” Yet, many organizations are in such a hurry that they persuade themselves there is not time to engage and align their people.
\nWe can sum this up in the form of two further questions we need to address in order to successfully innovate inside:
How do we evolve our organization and get in shape to execute the innovations that we need to sustain value growth?
How do we engage people across the organization so that they will enthusiastically participate on the journey?
Our response to these questions contains two discrete, complementary elements:
\nThe evolution cycle is a new process that should sit between the performance cycle and the innovation cycle. It enables the continuous innovation of the established performance cycle catalyzed by the stimulus, ideas, and business plans that are outputs from the innovation cycle.
\nThe evolution cycle (Figure 4) does much more than just manages the friction at the interface between the Performance and innovation cycles. It also determines what new capabilities and activities should be added, what core processes should be changed, and what should be stopped or outsourced (framing the task of change management).
\nEvolution Cycle.
The evolution cycle is appreciatively disruptive: building on what’s working and what’s valuable while infusing innovative ideas and challenging received wisdom. The evolution cycle creates a movement for change through involving a broad cross section of people in the co-discovery of the strategic, operational, and behavioral consequences of an innovative proposition.
\nWe have encountered aspects of the evolution cycle in our work, although it has never been called out in its entirety. It has been variously talked about as:
The “diamond cog” that sits between legacy operations and future innovation, fusing an appreciative understanding of the established business with a customer-centric view of where future value lies
The “membrane” that wraps around the entire organization, maintaining the integrity of the whole and preventing the new ideas from never getting off the ground in the first place, drifting away, or being picked off by competitors
The “bridge” between strategy and execution, ensuring that organizational delivery is fully considered as part of the formulation of strategy, with both domains viewed as part of a continuum rather than as discrete activities
The change management capability that helps the established organization to continuously evolve toward what it needs to become in order to deliver a full business plan for a new, innovative initiative
Whatever we choose to call it, we can describe the essential characteristics in terms of resources, processes, and values. Our non-exhaustive checklist covers the following elements:
\nResource: a dedicated team providing:
Leadership that is energetic, positive, persuasive, and collaborative—from a leader who is known by and commands respect in the core organization
Deep knowledge and appreciation of the performance cycle (core business operations, assets, capabilities, and “how we do things around here”)—as a grounding for the bridging of “business as usual” with innovation
Expertise in disruption and innovation—fully appreciative of fresh thinking and new ideas, driven by customer insight, based on observation of the world outside and congruent with the organization’s purpose and values. In other words, able to intelligently assimilate input from the innovation cycle
Expertise in organization development and change management—covering the structural, political, diplomatic, and technical domains of organizational change
Expertise in scaling up the outcomes and learning from tests and prototypes
Process: integrated, interlocking processes (Figure 5) providing:
Strategic and operational connection between the dynamic pipeline process of the innovation cycle and the mid−/long-term strategy and planning process of the performance cycle—to ensure that organization innovation to deliver proposition innovation is a regular topic on the leadership team agenda
Active, structured facilitation of the conversation to manage the inherent tension and conflicting priorities of the “improvers” versus the “disrupters”—making explicit the criteria being applied, the choices being made, the goals and KPIs being agreed, and the issues that need to be elevated for executive discussion
A regime for continuous development of prototypes, formulation of experiments, and live testing of new ideas—to ensure consistency, shared learning, and habituation of the process of evolution. This particular process may be part of the innovation cycle, depending on the scope and capability of the dedicated innovation team
Integrated processes.
Values: a foundation of common purpose and culture.
\nTo maintain the integrity of the organization overall, it may seem obvious that purpose and values must be aligned across the performance cycle and innovation cycle. However, it is a natural consequence of an effective innovation cycle that new opportunities and new ways of working will emerge and challenge the ideological underpinnings of the core business.
\nAutomotive manufacturers used to think of themselves as being in the business of selling as many cars as possible and needing to compete vigorously with other manufacturers for share of market. Nowadays, they are all in the process of reframing their purpose toward “provision of mobility solutions,” where access to mobility becomes more important than ownership of a car. This requires major industry players to collaborate more extensively with another one on industry challenges such as electric vehicle standards and charging infrastructure.
\nConstant sense check of alignment is therefore integral to the evolution cycle process. The innovation cycle can and should continuously stretch and test the legacy purpose and established values of the performance cycle.
\nTo emphasize, the proposed evolution cycle is not a reframing of the innovation cycle or an upgrade to the performance cycle. It is a new process that explicitly concerns itself with the challenge of evolving the established organization, fusing performance and innovation perspectives into a continuous process of organization change.
\nEngage the organization: tap into the latent potential of the established organization in driving change.
\nHow should leadership think about evolving the organization? There is one way of looking at it which is to consider the core organization as an obstacle that does not want to change, a deadweight impeding progress that requires intervention.
\nThere is another way of looking at it which is to view the people in the organization as a source of energy and inspiration, a latent competitive advantage with the potential to be engaged and energized behind a new direction.
\nOur experience is that in reality, most people want to go to work and to do a good job. Most desire to understand how to give their best. Most care about their role and their organization’s success—and want to know what they can do to best contribute. Yet, a lack of investment in engaging people’s enthusiasm and helping them realize their potential means they can lose their “sense of purpose.” Instead, they “float” in the organization and withhold their discretionary effort. Shared aspirations are lost and opportunities are squandered.
\nOur work [6] has revealed four conditions for positive engagement (Figure 6) that leadership can create and promote.
\nConditions for engagement.
Condition 1: Alignment to purpose
\nPeople have a clear sense of what the organization is about (and share this belief) and understand how they are a meaningful part of this. People’s behaviors are aligned with the expectations held within their organization. Hence, people work toward a meaningful, common purpose, in an authentic manner. This condition underpins engagement:
Shared values and behaviors are collectively translated into purposeful action.
The efforts of an engaged workforce are harnessed toward organizational goals.
People feel part of, and proud of, their organization—becoming powerful advocates.
Condition 2: Connected across boundaries
\nThrough visible and accessible leadership and effective communication channels, people are connected with colleagues across boundaries (i.e., hierarchal, professional, departmental) and are aware of, and appreciate, the interdependence of different roles and what’s happening across their organization:
Ideas, knowledge, and best practices are shared—developing individuals and processes.
People learn of the strengths, and good, in others—encouraging consistency and teamwork.
Shared experiences help people build more positive working relationships.
Condition 3: Enabled to contribute
\nPeople are enabled to voice opinions about organizational issues, input new ideas, and positively influence how they perform their roles. Leaders believe that staff contributions are integral to success and foster an environment of true collaboration:
Contributions from different roles, giving different ideas and perspectives.
Change led by those “who know” directs resources to areas that need them most and creates an inbuilt ability to adapt to rapidly changing circumstances.
Increased autonomy encourages people to see tasks from start to finish, promoting productivity and job satisfaction.
Condition 4: Appreciation and recognition
\nLeaders and managers regularly and consistently notice and appreciate the contributions and achievements of staff. This can be through implementing contributions, saying “thank you,” personal feedback, or corporate recognition. Contributions are made meaningful to the individual and the organization, and a “feedback loop” ensures that staff know that they are valued:
Recognition increases, morale, productivity, competitiveness, and pride and singles out those not meeting expectations.
Leader appreciation encourages peer-peer appreciation—fostering a culture of value and respect.
Ideas are translated into action, improving the performance of the organization and accelerating innovation.
A positive value exchange is created, where positive rewards shape positive behavior (positive reinforcement).
For any innovative customer proposition that goes beyond incremental, innovation to the delivery model is often required at the same time. Whether this is done through acquiring new assets, developing new capabilities, or working with partners, you will need to innovate within your own organization.
\nThe central question we are addressing is how best to evolve an existing organization focused on delivering today’s proposition? While most people recognize the difference between the performance cycle (delivering results today) and the innovation cycle (identifying sources of future value growth), many pay insufficient attention to the challenge of connecting the two. In other words, we know what our future value proposition might look like, but we do not know how we will evolve our existing organization to deliver it. Consequently, many exciting innovations are either mothballed or executed elsewhere, often by nimbler start-ups or competitors.
\nOur view is that established organizations can do a better job at “innovating inside.” The conventional combination of performance cycle and innovation cycle needs to be bolstered by an evolution cycle (specifically focused on organizational innovation) and an active approach to organization engagement, enabling the whole organization to evolve in a joined-up, strategically sustainable manner (Figure 7). While much time and energy have been dedicated to the performance cycle and innovation cycle, we are still at the relatively early stages of exploring the evolutionary process that connects the two.
\nComplete model for “innovation inside.”.
The benefits that one should expect from a fully functional evolution cycle include:
A more reflexive and dynamic organization that is in the habit of change
Greater retention of business and customer value (as opposed to the dissipation that can occur through open innovation and extensive outsourcing)
Greater enterprise cohesion, with people better aligned and engaged
The author would like to acknowledge the contribution of April Strategy colleagues and associates who have been instrumental in shaping the thinking in this paper, in particular:
\nJohn Vincent: for leading edge thinking on strategies and approaches to organization change.
\nAlan Matcham: for constructive challenge to existing leadership and change models and advocacy of a human-centric approach.
\nRosie Banks: for distilling the thinking around conditions for organization engagement.
\nAs one of the major energy consumers, buildings account for around 45% of the global energy consumption with a similar share of greenhouse gases emissions [1]. Due to population increase, urbanisation, economic growth and improvement in the quality of life, energy usage in the building sector continues to rise. A study from the International Energy Agency [2] showed that without action, the energy demand in buildings could increase by 30% by 2060. A significant proportion of the energy demand from buildings is for building services, including heating, ventilation and air conditioning (HVAC) and domestic hot water (DHW) [3], in which the energy demand for HVAC is projected to increase by more than 70% from 2010 to 2050 [4]. Since the recent decades, the integration of renewable energies has been widely recognised as one of the effective solutions to reduce the HVAC power consumption in buildings, especially the utilisation of solar thermal energy. As one of the most attractive renewable energies, solar thermal energy is not only an ideal heat source for direct indoor space heating but also can be used to provide renewable cooling (e.g. absorption/adsorption cooling). However, due to the fact that solar energy is intermittent, the integration of solar thermal systems with thermal energy storage (TES) is therefore essential to rationalising energy management [5]. Among various TES technologies, TES using phase change materials (PCMs) has been receiving increasing attention. PCMs are substances that can absorb, store and release a large amount of thermal energy within a narrow temperature range through phase transitions [6], in which solid–liquid PCMs with substantial alternatives and a small change in volume during the phase change process are well suited for TES applications in the built environment [7]. Compared to sensible heat storage, TES using PCMs not only shows a significant reduction in the storage volume [8] but also enables the use of thermal energy at relatively constant temperatures [9].
PCMs are mainly categorised as organic, inorganic and eutectic materials, in which organic PCMs can be further classified as paraffins and non-paraffins [10], as shown in Figure 1. As PCMs, paraffins have a wide range of phase change temperatures [11], covering the temperature range from subzero to over 100°C [12]. Besides the desired phase change temperature ranges, paraffins have the advantages of congruent phase transition, self-nucleation to avoid supercooling, non-corrosiveness, long-term chemical stability without segregation and commercial availability at reasonable costs [13, 14]. However, paraffins have flammability, low thermal conductivity and relatively low volumetric latent heat storage density [15, 16].
PCM classifications.
The favourable phase change temperatures of the paraffins with phase transition temperatures at around and above 60°C, together with the other aforementioned advantages, make it one of the desired candidates for solar TES in the built environment to facilitate the solar-assisted HVAC and DHW generation. This chapter mainly focuses on solar TES using paraffin-based PCMs (with phase change temperature of and higher than 60°C) to facilitate the indoor air conditioning in the built environment. This chapter is structured as follows: Section 2 provides an overview of the solar TES using paraffin-based PCMs which can be used to facilitate the indoor air conditioning. Sections 3 and 4 present two case studies of solar-assisted radiant space heating and desiccant cooling systems with paraffin-based PCMs, respectively. Section 5 provides a summary of this chapter.
There are two main popular approaches to utilising paraffins as PCMs in the built environment. Paraffin-based PCMs can be integrated with solar thermal collectors to improve the system thermal efficiency, meanwhile serving as on-site TES. Alternatively, they can be used as independent TES units coupling with solar thermal collectors to provide continuous heat supply for the demand side. In both approaches, the charging of paraffins with the heat generated needs to be fulfilled first, followed by the retrieval of the heat using heat transfer fluids (HTFs) for specific applications (e.g. space heating or cooling). Accordingly, the following review is mainly segmented into two subsections based on the two stages. The utilisation of paraffin-based PCM TES in different solar hot water systems was also discussed and included in the first subsection, since there is a potential utilisation of the hot water generated to drive air conditioning systems. The paraffin-based PCMs used for TES in the built environment in this overview are summarised in Table 1.
Index | PCM | Phase change temperature | Application location | Application | Ref. |
---|---|---|---|---|---|
1 | RT65 | 55–66°C | Solar collector—flat plate | Water heating | [19] |
2 | Paraffin | 58.7–60.5°C | Solar collector—flat plate | Water heating | [20] |
3 | Paraffin | 64°C | Solar collector—evacuated tubes | Water heating | [22] |
4 | Tritriacontane | 72°C | Solar collector—evacuated tubes | Water heating | [23] |
5 | Paraffin | 58–62°C | Solar collector—evacuated tubes | Water heating | [24, 25] |
6 | Paraffin | 60°C | TES unit—packed bed and HTF tank | Water heating | [28] |
7 | Paraffin | 62°C | TES unit—packed bed and HTF tank | Water heating | [29] |
8 | Paraffin | 60 ± 2°C | TES unit—HTF tank | Water heating | [30] |
9 | Paraffin | 55–62°C | TES unit—HTF tank | Water heating | [31] |
10 | Paraffin | 60–62°C | TES unit—packed bed and heat exchanger | Water heating | [32] |
11 | Paraffin | 56.06–64.99°C | TES unit—heat exchanger | Water heating | [33] |
12 | Paraffin | 60°C | TES unit—heat exchanger | Air heating | [34] |
13 | RT65 | 55–66°C | TES unit—packed bed | Water heating | [21] |
14 | RT60 | 55–61°C | TES unit—heat exchanger | Solid desiccant cooling | [35] |
15 | RT65 | 57–68°C | TES unit—heat exchanger | Solid desiccant cooling | [35] |
16 | RT70HC | 69–71°C | TES unit—heat exchanger | Solid desiccant cooling | [35] |
17 | Paraffin | 67.2°C (optimal value) | TES unit—heat exchanger | Solid desiccant cooling | [36] |
18 | RT82 | 77–85°C | TES unit—heat exchanger | Liquid desiccant cooling | [37, 39] |
19 | RT100 | 99°C | TES unit—heat exchanger | Liquid desiccant cooling | [40] |
20 | Paraffin | 6–62°C | Building envelopes | Floor radiant heating | [41] |
Summary of paraffins used as PCMs for TES in the built environment.
Integrating PCM with solar collectors can not only reduce the highest temperature of the solar collectors, thereby extending the lifetime [17] and increasing the system thermal efficiency [18], but also fulfil on-site thermal storage [19]. For instance, a paraffin with a phase change temperature of around 60°C was enhanced using nano-Cu additives and laminated in a flat plate solar collector by Al-Kayiem and Lin [20] for water heating application. The experimental study showed that considerable thermal efficiency improvement was achieved with integrating the paraffin in the solar collector; however, the enhancement in thermal conductivity using nano-Cu particles showed limited benefits. A number of PCM/compressed expanded natural graphite (CENG) composites were prepared and integrated beneath a flat plate solar water heater by Haillot et al. [19, 21] for thermal performance enhancement. The characterisation of a number of PCM candidates demonstrated that the paraffin-based PCM composite, i.e. RT65/CENG, was the most suitable material to be used, due to its high thermal stability, conductivity and storage density. It was found that the solar fraction of the system using RT65/CENG composite can be effectively enhanced in summer; however, a low solar fraction was found in winter due to the high heat loss of the flat plate solar collectors.
With respect to the low heat loss, the integration of paraffin-based PCMs with evacuated tube collectors seems to be more promising. For instance, a paraffin wax with a melting temperature of 67°C was filled in the manifold of evacuated tube heat pipe solar collectors as a PCM TES unit by Naghavi et al. [22] to improve the performance of hot water supply. The numerical study demonstrated that the proposed system with PCM can maintain a high thermal efficiency of 55–60% which was less sensitive to the change of the draw-off water flowrate, compared to a conventional DHW system without PCM TES. Tritriacontane (i.e. C33H68) and erythritol were integrated into evacuated tubes simultaneously by Papadimitratos et al. [23] to gain the functionality of thermal storage while enhancing the system thermal efficiency. A series of experiments were carried out based on the PCM-enhanced solar water heaters. The results showed that the evacuated tubes with integrated paraffin (i.e. tritriacontane) outperformed the ones with erythritol under a normal operation mode with continuous water circulation, due to its proper phase change temperature at around 72°C. It was also found that the thermal efficiency was improved 26% under the normal operation by using both PCMs simultaneously, compared to a traditional solar water heating (SWH) without using PCMs. A paraffin wax with the melting temperature of 58–62°C was used as PCM and filled into evacuated tubes for thermal energy storage by Abokersh et al. [24]. The heat transfer between the water and PCM was achieved by different U-tube heat exchangers with and without fins inside the evacuated tubes, respectively. The experimental tests showed that the total energy efficiency can be improved by 35.8 and 47.7% for the PCM-enhanced evacuated tubes with and without fins, respectively, compared to a traditional forced recirculation SWH system. The further study [25] found that even the use of fins hindered the convective heat transfer within the molten PCM during the charging process, and its substantial contribution to the heat transfer enhancement during the PCM discharging process benefited the overall energy efficiency of the system.
When PCM was used independent from solar thermal collectors, one of the scenarios is to install the PCM TES component in the heat transfer fluid tanks to fulfil hybrid sensible and latent heat storage. In this scenario, besides increasing the TES capacity, the paraffin-based PCMs also play the role in enhancing the thermal stratification for the water in the tanks [26], which relieves the loss caused by direct mixing of cold water with hot water. The selection of PCMs with proper phase change temperature and confinement geometry was reported to be significant [27]. For instance, an encapsulated PCM was packed in a water tank as a combined sensible and latent heat TES unit by [28] for DHW application. The PCM used is a paraffin (with a melting temperature of 60°C) encapsulated in spherical capsules. Two types of discharging experiments with continuous and batch-wise hot water retrieval processes were carried out, from which it was found that the batch-wise discharging best suited for the applications with intermittent hot water demands. A similar PCM TES packed bed with a paraffin (with a melting temperature of around 62°C) encapsulated in spherical capsules was tested by Ledesma et al. [29] for a SWH system. The numerical thermal performance analysis indicated the importance of system matching when coupled with the PCM TES unit and the SWH system whose outlet water temperature needs to be high enough for PCM charging. A paraffin encapsulated in aluminium cylinders was used as the heat storage media by Padmaraju et al. [30] for a DHW system. The comparative test results showed that the thermal energy stored in the paraffin-based PCM TES system far exceeded that stored in a sensible heat storage system of the same size of the storage tank. A similar conclusion was resulted by Kanimozhi and Bapu [31] through an experimental test based on a TES system with a paraffin filled in a number of copper tubes.
Different from the first scenario, the second scenario utilised the PCM TES units as heat exchangers for latent heat storage only. In this scenario, the higher heat transfer effectiveness is one of the keys to focus. For instance, a water-based multi-PCM pack bed TES unit for solar heat storage was numerically investigated by Aldoss and Rahman [32], in which three types of paraffins with different phase change temperatures were encapsulated in spherical capsules and placed at different sections of the TES unit serving as different thermal energy storage stages. It was found that the multi-PCM design can improve the system dynamic performance by increasing the charging and discharging rates. However, only limited thermal benefit can be achieved by further increasing the stage number. A paraffin wax (with the melting temperature of around 56–65°C) was pulled into the cell side of a shell and tube heat exchanger by Mahfuz et al. [33] for thermal energy storage in a SWH system. The energy, exergy and life cycle cost of the system were analysed experimentally under various flow rates. It was found that a higher flow rate was beneficial to gaining a higher energy efficiency and a lower life cycle cost, while it resulted in a lower exergy efficiency. An air-based PCM packed bed was tested by Karthikeyan and Velraj [34] to validate a number of latent TES packed bed models. The experimental measurement was used to identify the suitable models for PCM TES packed bed units when using different working fluids as the HTFs.
After charged with thermal energy, the paraffin-based PCMs can be utilised to facilitate the indoor space heating directly or for indoor space cooling with the assistance of desiccant cooling devices. Either air or water can be used as the HTF in the systems, depending on the regeneration requirements. For instance, an air-based PCM TES unit was coupled with a solar-powered rotary desiccant cooling system by Ren et al. [35] to overcome the mismatch between energy demand for desiccant wheel regeneration and thermal energy generation from a hybrid photovoltaic thermal collector-solar air heater (PVT-SAH). The feasibility of using four paraffin-based PCMs (i.e. RT55, RT60, RT65 and RT70HC) as the TES media was investigated numerically in the proposed system. The results identified a near optimal system design for individual scenarios, in which RT65 was found to be the optimal paraffin-based PCM. When increasing the regeneration temperature from 60 to 70°C, the unsatisfied factor for supply air humidity ratio can be reduced from 24.2 to 6.0%, despite that it reduced the solar thermal contribution from 100.0 to 82.6%. The PVT-SAH and PCM-assisted rotary desiccant cooling systems were then further optimised to maximise its energy performance by the same authors [36] using a multilayer perceptron neural network and a genetic algorithm. It was found that the PCM phase change temperature was one of the most important factors, whose optimal value was 67.2°C. The design optimisation identified an optimal design; by using which, the specific net power generation and the solar thermal contribution of the proposed system can reach 10.32 kWh/m2 and 99.4%, respectively, compared to that of 3.77 kWh/m2 and 91.5% for a baseline case without optimisation. These studies indicated the importance of using the paraffin with proper thermal properties and optimal coupling of PCM TES in a solar-assisted desiccant cooling system for performance improvement.
Besides solid desiccant cooling, paraffin-based PCM TES designed for the regeneration of liquid desiccant materials was also reported. For instance, a triplex tube heat exchanger with integrated PCM as a TES unit was developed by Al-Abidi et al. [37, 38] and Mat et al. [39] for liquid desiccant air conditioning systems. A series of numerical modelling and experimental studies were carried out to investigate the thermal performance of the PCM TES unit. The results showed that the phase change time required can be reduced by more than 50%, if the triplex tube was intensively finned both internally and externally, and the melting process of the PCM can be accelerated by heating on both sides of the triplex tube. PCM TES units with various heat transfer enhancement techniques, including circular fins, longitudinal fins and multi-tube systems, were developed and experimentally investigated by Agyenim [40] to facilitate solar power absorption cooling systems and space heating/hot water systems. It was found that the multi-tube and longitudinal finned PCM TES units presented the most favourable charging and discharging performance, whose overall thermal energy utilisation efficiency reached 83.2% and 82.0%, respectively. It was therefore recommended to combine two heat transfer enhancement techniques to optimise the thermal performance of the PCM TES unit.
It is worthwhile to mention that another potential application of paraffins is to integrate paraffin-based PCMs into building envelopes for demand side management. For instance, a number of shape-stabilised PCMs were prepared by Zhang et al. [41], in which the ones with the melting temperature of 60–62°C were developed for the electric underfloor space heating system, thereby facilitating the peak-load shifting and making use of the electricity tariff. The authors highlighted that building energy efficiency can be significantly improved by combining radiant floor heating and thermal storage. Even though the PCM layer reported in this study used electrical heat as the heat source, it can be easily modified by integrating with hot water/air hydraulic piping/ducting to store and distribute the solar heat.
The rationalisation of solar thermal energy utilisation is an alternative solution to facilitate indoor space heating. Figure 2 illustrates the schematic of a solar-assisted radiant heating system with integrated paraffin-based PCM TES. It mainly consists of evacuated tube solar collectors, a paraffin-based PCM TES unit, two pumps, an auxiliary electric heater, the terminal heat-distributing devices which are radiant floor panels in this study and the corresponding piping system. In this system, the evacuated tube solar collectors were used to generate hot water, which can then be supplied for indoor space heating directly through the radiant floor heating panels, or used to charge the PCM TES unit, or both, during the daytime. During the night-time, the indoor space heating was achieved by circulating the water between the PCM TES unit and the radiant floor heating panels to retrieve the stored heat for indoor space heating. It is worthwhile to mention that the discharging water flow directed through the PCM TES is reversed compared to the charging water flow, so as to maximise the thermal performance of the PCM TES unit. The supply water temperature for the radiant floor panels was controlled to be constant by mixing a fraction of the return water with the hot water supplied from the evacuated tube or the PCM TES unit. The auxiliary electric heater can be used to maintain the desired supply water temperature when the thermal energy generated or stored is not sufficient. The indoor heating demand was satisfied by varying the hot water flow rate through the radiant floor panels through changing the operating speed of the supply water pump.
Schematic of the solar-assisted radiant heating system with integrated paraffin-based PCM TES.
The system performance was evaluated numerically using TRNSYS simulation studio [42]. In the system modelling, the building heating load of a typical Australian house with an air-conditioned floor area of 150 m2 [43, 44] under Sydney winter weather condition was modelled and used as the heating demand to be covered by the proposed system. This building heating load was simulated using Type 56 in TRNSYS based on the indoor air temperature setting of 20°C and the internal loads, occupancy schedule and internal adjustable shading settings required by the Australian Nationwide House Energy Rating Scheme (NatHERS) [45]. The evacuated tube solar collector, the auxiliary electric heater and the pumps employed were modelled using Type 71, Type 6 and Type 3 in TRNSYS, respectively. The radiant floor heating panels were modelled using an upgraded Type 1231 which was slightly revised by replacing the mean temperature difference with the log mean temperature difference to improve its accuracy. The PCM TES unit was a water-based tube-in-tank heat exchanger, in which the paraffin was encapsulated in the tube-side with water flowing through the cylinder-side. The PCM TES model was developed using an enhanced enthalpy method for accurate modelling of the phase change process and the finite difference method for discretisation of the energy balance equations. A similar PCM TES model can be found in Bourne and Novoselac [46]. The paraffin-based PCM used is a commercial PCM product RT69HC from Rubitherm [47], with a nominal phase change temperature of around 69°C. The key parameters used in the numerical system performance evaluation are summarised in Table 2.
Parameter | Radiant heating | Desiccant cooling |
---|---|---|
Area of the evacuated tube solar collector (m2) | 26.24 | 59.04 |
Type of paraffin-based PCM | Rt69HC [47] | RT69HC [47] |
Total amount of the paraffin-based PCM (kg) | 632.7 | 1476.3 |
Power of the pump in the solar heat collection circuit (W) | 15 | 38 |
Maximal power of the pump in the supply circuit (W) | 35 | 80 |
Supply water temperature setting (°C) | 60 | 64 |
Maximal power of the supply fan (W) | — | 533.3 |
Maximal power of the regeneration fan (W) | — | 533.3 |
Desiccant wheel outlet air humidity setting (g/kg) | — | 8.1 |
Key parameters used in the performance evaluation of the solar-assisted radiant heating and desiccant cooling systems with integrated paraffin-based PCM TES.
Figure 3 presents the performance of the solar-assisted radiant heating system with the paraffin-based PCM over 3 winter days (note that the simulation results over an additional day before the 3 test days were not reported to avoid the influence from initial values). It can be seen from Figure 3a that the solar thermal energy collected and stored can fully cover the heating demand. The pumps were the only power consumers, in which the pump in the solar heat collection circuit was turned on during the daytime when the solar energy was sufficient to heat the water, while the power consumption of the pump in the supply circuit seemed to present a proportion trend to the heating load. Total power consumption was only 0.52 kWh which was much lower than the heating demand of 115.33 kWh over the 3 test days. Figure 3b illustrates the temperature variation of the inlet and outlet water of the paraffin-based PCM TES unit. When the hot water from the evacuated tube solar collector was drawn for PCM charging (highlighted with the red background), a clear thermal charging process can be observed, which presented a relatively constant outlet water temperature from the PCM TES unit. During the PCM discharging period, due to the reversed water flow through the PCM TES unit, a high outlet water temperature from the PCM TES unit was achieved. It enabled the supply of a high-temperature water for space heating, even though the return water from the radiant floor heating panels was low. Correspondingly, the thermal energy storage percentage in the paraffin-based PCM increased during the PCM charging periods rapidly and then reduced during the PCM discharging periods gradually, which varied from 48.96 to 91.54% over the 3 test winter days.
Modelling results for the solar-assisted radiant heating system with integrated paraffin-based PCM TES. (a) Power consumption and heating energy demand. (b) Inlet and outlet water temperatures of the paraffin-based PCM TES unit.
Rotary desiccant cooling systems, which combine rotary desiccant dehumidification and evaporative cooling technologies, have been recognised as an alternative to conventional vapour compression air conditioning systems [48, 49]. It offers the advantages including being free from CFCs, using low-grade thermal energy, and independent humidity and temperature control, which therefore is more energy efficient and environmentally friendly than conventional vapour compression air conditioning systems [49]. In a rotary desiccant cooling system, the coolness is generated by removing the moisture from the process air using desiccant materials, while the desiccant materials then need to be regenerated using low-grade heat, for which solar thermal energy is one of the most promising sources.
Figure 4 illustrates the schematic of a solar-assisted desiccant cooling system with integrated paraffin-based PCM TES. It consists of the same solar heat collection and storage subsystem as the heating system introduced in Section 3 and a desiccant cooling subsystem including a solid desiccant wheel, a heat recovery ventilator, a water to air heat exchanger, an indirect evaporative cooler, an auxiliary electric heater, two fans and the corresponding ducting system. In this system, the solar heat collected by the evacuated tube solar collectors and/or stored in the paraffin-based PCM TES unit was used to heat the ambient air for the regeneration of the desiccant wheel, through the water to air heat exchanger. The PCM TES can also decouple the solar heat collection circuit and supply circuit, so that the retrieval of the stored thermal energy can occur by counterflow through PCM TES units during the daytime as well, if the hot water demand was higher than the hot water generated from the solar collectors. If the heat carried by the water was not sufficient for air heating, the auxiliary electric heater would be used. The desiccant wheel, together with the indirect evaporative cooler, and the heat recovery unit were used to cool the process air. In the indirect evaporative cooler, a fraction of process air was used as the secondary airflow and finally exhausted to the ambient. An ambient airflow was introduced and mixed with the return air after recovering the coolness from exhausted process air to compensate the airflow mismatch. The indoor cooling demand was satisfied by varying the airflow rate through changing the operating speed of the fans in the desiccant cooling subsystem. It is worthwhile to mention that a minimal supply airflow rate was assigned to the system operation to avoid the saturation of regeneration air after passing the desiccant wheel, and the relative humidity of the air can be further adjusted by a direct evaporative cooler before supplied to the indoor environment for space cooling.
Schematic of the solar-assisted radiant heating system with integrated paraffin-based PCM TES.
A modelling system for this system was established using TRNSYS, in which the components for the solar heat collection and storage subsystem used were the same models as that in the heating system in Section 3. The heat exchanger, heat recovery ventilator, desiccant wheel, indirect evaporative cooler, auxiliary electric heater and fans were modelled using Type 5, Type 760, Type 716, Type 757, Type 6 and Type 111, respectively. The same typical Australian house was used to generate the building cooling load under Sydney summer weather conditions. Table 2 also summarised the key parameters used in the numerical system performance evaluation of this system.
Figure 5 presents the performance of this solar-assisted desiccant cooling system with integrated paraffin-based PCM TES over 3 summer days. It can be seen from Figure 5a that the power consumption of the proposed system was from the operation of the pumps and fans, and no additional heat from the auxiliary heater was needed. The supply fan and process fan in the desiccant cooling subsystem consumed much more power (30.55 kWh) than that of the pumps (2.43 kWh) in the solar heat collection and storage subsystem. Even the fans were the major power consumers, the power consumption was much lower than the heat demand for the desiccant wheel regeneration, resulting in a high heat-to-power ratio reaching an average value of 16.55; and the corresponding average system COP reached 14.37. From Figure 5b, an effective charging process can be found during the PCM charging period (highlighted with the red background), while during the PCM discharging period, an outlet water temperature above 68.88°C can be achieved due to the effective thermal energy retrieval. The corresponding thermal energy storage fraction in the paraffin-based PCM fluctuated from 0.52 to 103.85% over the 3 summer test days, indicating the full utilisation of the PCM thermal energy storage capacitance.
Modelling results for the solar-assisted desiccant cooling system with integrated paraffin-based PCM TES. (a) Power consumption and heat-to-power ratio. (b) Inlet and outlet water temperatures of the PCM TES.
Paraffins, as one of the main categories of phase change materials, offer the favourable phase change temperatures for solar thermal energy storage. The application of paraffin-based PCM TES in buildings can effectively rationalise the utilisation of solar energy to overcome its intermittency. Two case studies, a solar-assisted radiant heating system and a solar-assisted desiccant cooling system with integrated paraffin-based PCM TES, were presented in this chapter. The results showed that both indoor space heating and cooling can benefit from the solar TES using paraffin-based PCMs. With the assistance of the solar thermal energy storage using the paraffin-based PCMs, the energy efficiency and the heating, ventilation and air conditioning systems can be significantly improved.
IntechOpen implements a robust policy to minimize and deal with instances of fraud or misconduct. As part of our general commitment to transparency and openness, and in order to maintain high scientific standards, we have a well-defined editorial policy regarding Retractions and Corrections.
",metaTitle:"Retraction and Correction Policy",metaDescription:"Retraction and Correction Policy",metaKeywords:null,canonicalURL:"/page/retraction-and-correction-policy",contentRaw:'[{"type":"htmlEditorComponent","content":"IntechOpen’s Retraction and Correction Policy has been developed in accordance with the Committee on Publication Ethics (COPE) publication guidelines relating to scientific misconduct and research ethics:
\\n\\n1. RETRACTIONS
\\n\\nA Retraction of a Chapter will be issued by the Academic Editor, either following an Author’s request to do so or when there is a 3rd party report of scientific misconduct. Upon receipt of a report by a 3rd party, the Academic Editor will investigate any allegations of scientific misconduct, working in cooperation with the Author(s) and their institution(s).
\\n\\nA formal Retraction will be issued when there is clear and conclusive evidence of any of the following:
\\n\\nPublishing of a Retraction Notice will adhere to the following guidelines:
\\n\\n1.2. REMOVALS AND CANCELLATIONS
\\n\\n2. STATEMENTS OF CONCERN
\\n\\nA Statement of Concern detailing alleged misconduct will be issued by the Academic Editor or publisher following a 3rd party report of scientific misconduct when:
\\n\\nIntechOpen believes that the number of occasions on which a Statement of Concern is issued will be very few in number. In all cases when such a decision has been taken by the Academic Editor the decision will be reviewed by another editor to whom the author can make representations.
\\n\\n3. CORRECTIONS
\\n\\nA Correction will be issued by the Academic Editor when:
\\n\\n3.1. ERRATUM
\\n\\nAn Erratum will be issued by the Academic Editor when it is determined that a mistake in a Chapter originates from the production process handled by the publisher.
\\n\\nA published Erratum will adhere to the Retraction Notice publishing guidelines outlined above.
\\n\\n3.2. CORRIGENDUM
\\n\\nA Corrigendum will be issued by the Academic Editor when it is determined that a mistake in a Chapter is a result of an Author’s miscalculation or oversight. A published Corrigendum will adhere to the Retraction Notice publishing guidelines outlined above.
\\n\\n4. FINAL REMARKS
\\n\\nIntechOpen wishes to emphasize that the final decision on whether a Retraction, Statement of Concern, or a Correction will be issued rests with the Academic Editor. The publisher is obliged to act upon any reports of scientific misconduct in its publications and to make a reasonable effort to facilitate any subsequent investigation of such claims.
\\n\\nIn the case of Retraction or removal of the Work, the publisher will be under no obligation to refund the APC.
\\n\\nThe general principles set out above apply to Retractions and Corrections issued in all IntechOpen publications.
\\n\\nAny suggestions or comments on this Policy are welcome and may be sent to permissions@intechopen.com.
\\n\\nPolicy last updated: 2017-09-11
\\n"}]'},components:[{type:"htmlEditorComponent",content:'IntechOpen’s Retraction and Correction Policy has been developed in accordance with the Committee on Publication Ethics (COPE) publication guidelines relating to scientific misconduct and research ethics:
\n\n1. RETRACTIONS
\n\nA Retraction of a Chapter will be issued by the Academic Editor, either following an Author’s request to do so or when there is a 3rd party report of scientific misconduct. Upon receipt of a report by a 3rd party, the Academic Editor will investigate any allegations of scientific misconduct, working in cooperation with the Author(s) and their institution(s).
\n\nA formal Retraction will be issued when there is clear and conclusive evidence of any of the following:
\n\nPublishing of a Retraction Notice will adhere to the following guidelines:
\n\n1.2. REMOVALS AND CANCELLATIONS
\n\n2. STATEMENTS OF CONCERN
\n\nA Statement of Concern detailing alleged misconduct will be issued by the Academic Editor or publisher following a 3rd party report of scientific misconduct when:
\n\nIntechOpen believes that the number of occasions on which a Statement of Concern is issued will be very few in number. In all cases when such a decision has been taken by the Academic Editor the decision will be reviewed by another editor to whom the author can make representations.
\n\n3. CORRECTIONS
\n\nA Correction will be issued by the Academic Editor when:
\n\n3.1. ERRATUM
\n\nAn Erratum will be issued by the Academic Editor when it is determined that a mistake in a Chapter originates from the production process handled by the publisher.
\n\nA published Erratum will adhere to the Retraction Notice publishing guidelines outlined above.
\n\n3.2. CORRIGENDUM
\n\nA Corrigendum will be issued by the Academic Editor when it is determined that a mistake in a Chapter is a result of an Author’s miscalculation or oversight. A published Corrigendum will adhere to the Retraction Notice publishing guidelines outlined above.
\n\n4. FINAL REMARKS
\n\nIntechOpen wishes to emphasize that the final decision on whether a Retraction, Statement of Concern, or a Correction will be issued rests with the Academic Editor. The publisher is obliged to act upon any reports of scientific misconduct in its publications and to make a reasonable effort to facilitate any subsequent investigation of such claims.
\n\nIn the case of Retraction or removal of the Work, the publisher will be under no obligation to refund the APC.
\n\nThe general principles set out above apply to Retractions and Corrections issued in all IntechOpen publications.
\n\nAny suggestions or comments on this Policy are welcome and may be sent to permissions@intechopen.com.
\n\nPolicy last updated: 2017-09-11
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