A paradox has been the emergence of the importance of local proximity and geographic clusters precisely at a time when globalization seems to dominate economic activity. The purpose of this paper is to resolve this paradox by explaining why and how geography matters for innovative activity

, they will accelerate the pace of innovation by decoupling network services from the underlying hardware and allowing new services to be loaded into the infrastructure on demand. In this paper, we describe our vision of an active network architecture, outline our approach to its design, and survey the technologies

investment, access to finance, and innovation activity in Chinese enterprises, The World Bank

, and the emergence of mobile code technologies that make dynamic network service innovation attainable. In this paper, we discuss two approaches to the realization of active networks and provide a snapshot of the current research issues and activities. Introduction – What Are Active Networks? In an active network

We investigate the determinants of governance for a sample of successful collaborative inventive activities. We find that firm size and incoming spillovers have a positive impact on the probability to co-operate. We then extend the analysis to four possible modes of governance: co-assignment, co

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Abstract. The article deals with new strategies of Masters training to Innovative activity. Attention is paid to the training of new professionals, their high level of education and self-education. The structural components of Masters training to Innovative activity and their functions

The basic hypothesis is that, while the total supply of entrepreneurs varies anlong societies, the productive contribution of the society's entrepreneurial activities varies much more because of their allocation between productive activities such as innovation and largely unproductive

We analyze innovative activity in a general framework with time-dependent rewards and sunk costs. When ¯rms are identical, innovation is delayed by an increase in the number of ¯rms or a decrease in the size of the reward. When one ¯rm has higher pro¯t potential, it is more likely to innovate ¯rst

Abstract—The strengthening of competitive advantage combined with the transformation of business strategy is necessary for the company to succeed in the time of market changes. And in this sense the innovation activities of the firm are exactly significanting. Virtual firms are a specific form