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.

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.

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.

The primary driver of final consumer demand is, of course, the level of disposable income.

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.

Every production network has spatiality - the particular geographical configuration and extent of its component elements and the links between them.

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