One of the most striking trends, since at least the 1960's, has been for employment in services to grow far more rapidly than employment in manufacturing. It is this trend that has led to the view that developed economies have become de-industrialized and that they are now effectively service economies.

In the United Kingdom, for example, the sheer overwhelming dominance of London makes it extremely for provincial cities to develop more than a very restricted financial function. London, in that sense, is akin to the notorious upas tree, a fabulous Javanese tree so poisonous that it destroys all life for many miles around itself.

One of the most striking developments has been the rise, fall and rise again of the semiconductor industry of the United States, which is, once again, the dominant player in the most advanced semiconductor product-markets.

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

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.

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

A striking feature of financial service activities during the past few decades is that the financial transactions essential to the operation of the 'real' economy has become increasingly dwarfed by speculative activity.

the internationalization of economic activity and its major vehicle, the TNC, can be regarded simply as being part of the normal expansive process of capitalist development.

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

Geographically, the global economy is now multi-polar , as new centres of production have emerged in parts of what had been, historically, the periphery of the world economy. The world is now more accurately described as a 'mosaic of unevenness in a continual state of flux'.

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.