More broadly, strategic alliances are more difficult to manage and coordinate than single ventures; the potential for misunderstanding and disagreement, particularly between partners from different cultures, is great. Certainly many such alliances are short lived.

In fact, technology in, and of, itself does not cause particular kinds of change. It is, essentially, an enabling or facilitating agent. It makes possible new structures, new organizational and geographical arrangements of economic activities, new products and new processes, while not making particular, outcomes inevitable.

Innovation - the heart of technological change - is fundamentally a learning process.

Transnational corporate networks, and their resulting spatial patterns, are always in a continuous state of flux. At any one time, some parts may be growing rapidly, others may be stagnating, others may be in steep decline.

It remains to be seen, for example whether China can continue to develop as a market economy while still retaining an authoritarian communist political system.

It is indeed paradoxical that an industry which epitomizes all that is new and up-to-date at the same time harbours some of the oldest and least desirable attributes of work in manufacturing industry.

Reality is far more complex and messy than many of the grander themes and explanations would have us believe.