1. EXCELLENT REGIONS

2. DAVID BIRCH: A UNIVERSITY AN INTERNATIONAL AIRPORT ADVANCED INFRASTRUCTURE SUCCESS ASSOCIATED WITH ENTREPRENEURSHIP

3. MICHAEL PORTER: FACTOR CONDITIONS RELATED AND SUPPORTING INDUSTRIES FIRM STRATEGY, STRUCTURE, AND RIVALRY DEMAND CONDITIONS OTHER FACTORS COULD BE CHANCE AND GOVERNMENT

4. FACTOR CONDITIONS. THE REGION’S POSITION IN FACTORS OF PRODUCTION, SUCH AS SKILLED LABOUR OR INFRASTRUCTURE, NECESSARY TO COMPETE IN A GIVEN INDUSTRY DEMAND CONDITIONS. THE NATURE OF HOME DEMAND FOR THE INDUSTRY’S PRODUCT OR SERVICE RELATED OR SUPPORTING INDUSTRIES. THE PRESENCE OR ABSENCE IN THE REGION OF SUPPLIER INDUSTRIES AND RELATED INDUSTRIES THAT ARE INTERNATIONALLY COMPETITIVE FIRM STRATEGY, STRUCTURE, AND RIVALRY. THE CONDITIONS IN THE REGION GOVERNING HOW COMPANIES ARE CREATED, ORGANIZED, AND MANAGED, AND THE NATURE OF DOMESTIC RIVALRY

5. THE ROLE OF CHANCE (EX.) ACTS OF PURE INVENTION MAJOR TECHNOLOGICAL DISCONTINUITIES (FOR EXAMPLE, BIOTECHNOLOGY, MICROELECTRONICS) DISCONTINUITIES IN INPUT COSTS SUCH AS THE OIL SHOCKS SIGNIFICANT SHIFTS IN WORLD FINANCIAL MARKETS OR EXCHANGE RATES SURGES OF WORLD OR REGIONAL DEMAND POLITICAL DECISIONS BY FOREIGN GOVERNMENTS WARS

6. THE ROLE OF GOVERNMENT GOVERNMENT CAN INFLUENCE (AND BE INFLUENCED BY) EACH OF THE FOUR DETERMINANTS EITHER POSITIVELY OR NEGATIVELY GOVERNMENT’S ROLE IS INEVITABLY PARTIAL

7. THE UNIT OF ANALYSIS: THE BASIC UNIT OF ANALYSIS FOR UNDERSTANDING REGIONAL ADVANTAGE IS THE INDUSTRY REGIONS SUCCEED NOT IN ISOLATED INDUSTRIES, HOWEVER, BUT IN CLUSTERS OF INDUSTRIES CONNECTED THROUGH VERTICAL AND HORIZONTAL RELATIONSHIPS

8. COMPARING SILICON VALLEY AND ROUTE 128 (ANNALEE SAXENIAN) SILICON VALLEY ROUTE 128 A TECHNICAL CULTURE THAT TRANSCENDS FIRM AND FUNCTION LESS FORMAL SOCIAL RELATIONSHIPS AND COLLABORATED TRADITIONS THAT SUPPORT EXPERIMENTATION FIRMS ORGANIZED AS LOOSELY LINKED CONFEDERATIONS OF ENGINEERING TEAMS A FLEXIBLE INDUSTRIAL SYSTEM ORGANIZED AROUND THE REGION AND ITS PROFESSIONAL AND TECHNICAL NETWORKS RATHER THAN AROUND THE INDIVIDUAL FIRM AN INDUSTRIAL ORDER BASED ON INDEPENDENT FIRMS SECRECY AND TERRIORIALITY RULED RELATIONS BETWEEN INDIVIDUALS AND FIRMS TRADITIONAL HIERARCHIES WITHIN FIRMS DISTANT – EVEN ANTAGONISTIC – RELATIONS WITH LOCAL INSTITUTIONS A COLLECTION OF AUTONOMOUS ENTERPRISES, LACKING SOCIAL OR COMMERCIAL INTERDEPENDENCIES

9. INDUSTRIAL CLUSTERS, GROWTH AND ECONOMIC POLICY (THE ADVANTAGE OF THE US COMPARED WITH SWEDEN): ESTABLISHED LINKS BETWEEN RESEARCHERS, INDUSTRY AND POTENTIAL FINANCERS PRIORITIZING APPLIED RESEARCH (IMPORTANT BASIC RESEARCH IS BOUGHT) SUPPLY OF VENTURE CAPITAL IS BROADER AND MORE INTELLIGENT BUSINESS ANGLES MECHANISMS FOR INTRODUCING NEW PRODUCTS AND/OR SERVICES TO THE MARKET ARE MORE DEVELOPED A CLEAR STRUCTURE OF INCENTIVES FOR SUCCESSFUL ENTREPRENEURS

10. COMPARING TWO SUCCESSFUL REGIONS: SILICON VALLEY (THE US) AND GNOSJÖ (SWEDEN): ROLE PLAYED IN THE SURROUNDING ECONOMY IN SILICON VALLEY: TECHNOLOGICAL INNOVATION IN GNOSJÖ: INTERACTION WITH CHANGES IN ENVIRONMENT KEY RESOURCES IN SILICON VALLEY: KNOWLEDGE CAPITAL IN GNOSJÖ: SOCIAL CAPITAL ORGANIZATION OF COMPETENCE IN SILICON VALLEY: QUICK ACCESS TO PROFESSIONAL COMPETENCE IN GNOSJÖ: SOLIDARITY WITH LOCAL CULTURE AND VALUES FOCUS OF LEARNING PROCESSES IN SILICON VALLEY: HIGH-TECH NEW ACHIEVEMENTS IN GNOSJÖ: INGENUITY AND CUTTING CORNERS

11. GEOGRAPHICAL MOBILITY, INDUSTRIAL DYNAMICS AND SOCIAL VARIATION IN SILICON VALLEY: EXTENSIVE MOBILITY ACROSS BORDERS IN GNOSJÖ: DAILY COMMUTING ATTRACTIVENESS IN SILICON VALLEY: NATURE, CLIMATE, SPIRIT OF CREATIVITY AND FREEDOM IN GNOSJÖ: VITAL SMALL BUSINESSES NETWORK INFRASTRUCTURE IN SILICON VALLEY: CALCULATIVE NETWORKS IN GNOSJÖ: SOCIAL NETWORKS

12. DOMINATING INSTITUTIONS IN SILICON VALLEY: ECONOMIC INSTITUTIONS IN GNOSJÖ: RELIGION, SPORTS, BUSINESS CLUBS ENTREPRENEURSHIP IN SILICON VALLEY: TEAM ENTREPRENEURSHIP IN GNOSJÖ: COLLECTIVE ENTREPRENEURSHIP IDENTITY IN SILICON VALLEY: AMERICAN ENTREPRENEURIAL VALUES IN GNOSJÖ: ”DOING WHAT IS IMPOSSIBLE” VARIATION IN SILICON VALLEY: INFORMATION AND COMMUNICATION IN GNOSJÖ: PLASTICS AND ENGINEERING

13. EXCELLENT REGIONS – A WISHING LIST (RICHARD NORMANN) THEY SHOULD BE NERVE CENTRES OF SOME LOCOMOTIVE COMPANIES THERE WOULD BE CERTAIN CLUSTERS OF COMPANIES OF DIFFERENT KINDS AND SIZE AROUND INTERNATIONALLY ORIENTED LOCOMOTIVE COMPANIES THEY WOULD BE THE HOME OF SOME HIGHLY COMPETITIVE KNOWLEDGE-INTENSIVE SERVICE COMPANIES, SINCE THEY NOW LEAD THE DEVELOPMENT OF THE ECONOMY PHYSICAL AND INFORMATIONAL INFRASTRUCTURES WOULD BE OF A HIGH STANDARD THERE WOULD BE A HIGH QUALITY OF LIFE FOR ’GLOBAL KNOWLEDGE ENTREPRENEURS’, INCLUDING AREAS SUCH AS HEALTHCARE, CULTURE, ECOLOGY, NATURE THERE WOULD BE A HIGH PROPORTION OF PEOPLE COMING FROM UNCONVENTIONAL BUSINESS CIRCLES, LIKE ENTREPRENEURIAL IMMIGRANTS, WOMEN, BECOMING INVOLVED WITH BUSINESS INNOVATION AND NEW STARTUPS (CONT.)

14. THERE WOULD BE SEVERAL MEETING-PLACES FOR ’TACIT KNOWLEDGE’, BOTH WITHIN INDUSTRY CLUSTERS AND ACROSS VARIOUS REALMS OF SOCIETY INCLUDING BETWEEN INDUSTRY, CULTURE, POLITICS PEOPLE MOVING AROUND, CHANGING ORGANIZATIONS AND CONTEXTS THERE WOULD BE A HIGH DEGREE OF RECONFIGURABILITY THERE WOULD BE A HIGH LEVEL OF QUALITY OF THE ’STRATEGIC CONVERSATION’, AND VERY LIKELY AT LEAST AN INFORMAL AND EFFECTIVE ’STRATEGIC MANAGEMENT COALITION’ BETWEEN ACTORS CUTTING ACROSS ALL REALMS OF SOCIETY THERE WOULD BE SEVERAL INTERESTING EXPERIMENTS GOING ON TO BREAK TRADITIONAL TABOOS AND BOUNDARIES WITH REGARD TO TRADITIONALLY IMPRISONED AREAS LIKE WELFARE SERVICES THERE WOULD BE A HIGH DEGREE OF EXTERNALIZATION OF SUPPORT FUNCTIONS FOR CITY SERVICES IN INFRASTRUCTURE, EDUCATION, HEALTHCARE, ETC. THE AREA WOULD BE RECOGNIZED AS ONE IN WHICH AESTHETIC AND CULTURAL ISSUES ARE PARTICULARLY HIGH ON THE PRIORITY LIST AND THERE WOULD BE A RANGE OF PEOPLE FROM AROUND THE WORLD VISITING FOR THIS REASON

15. EXCELLENT REGIONS (A SUMMARY): A VISION, WHICH IS TRULY SHARED EXTENSIVE NETWORKING IN OVERLAPPING NETWORKS LOCOMOTIVE COMPANIES, MUCH ADMIRED AND COPIED FAVOURABLE ENTREPRENEURIAL VALUES A MODERN VIEW OF ENTREPRENEURSHIP …

16. MAKE A DISTINCTION BETWEEN ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT ENTREPRENEURSHIP LONG-TERM AN ATTITUDE IN ACTION MENTAL SKILLS NEEDED SMALL BUSINESS MANAGEMENT SHORT-TERM A PROFESSION ”TECHNICAL” SKILLS NEEDED