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The Indian IT industry has received great attention. Although most studies cover South Indian locations, clustering has rarely been a topic. This study focuses on Bangalore addressing questions related to Bangalore’s successful development and lessons thereof for other regions in and outside India. The approach pertains to economic geography and international business; hypotheses have been developed from a multi-disciplinary literature survey and interview fieldwork in Bangalore. I emphasize human and social capital and networks. While the first chapter delineates cultural foundations of human capital formation, the second and third deal with bonding and bridging social capital (or dense and loose networks), respectively; the fourth is an outlook on future opportunities through intersectoral upgrading. The main hypothesis is that a combination of both forms of social networks - contingent upon sub-sectors – has helped Bangalore developing a successful IT industry. Positive attitudes towards education led to relatively more human capital spawning two positive feedbacks: 1) establishment of national research and educational institutes resulting in large inflows of a diversity of people providing the required setting for creativity and innovation; 2) transnational networks linking to Silicon Valley are dominated by people from South India, allowing for additional knowledge spillovers corroborating the regional clustering.
In contrast to the US and recently Europe, Japan appears to be unsuccessful in establishing new industries. An oft-cited example is Japan's practical invisibility in the global business software sector. Literature has ascribed Japan's weakness – or conversely, America's strength – to the specific institutional settings and competences of actors within the respective national innovation system. It has additionally been argued that unlike the American innovation system, with its proven ability to give birth to new industries, the inherent path dependency of the Japanese innovation system makes innovation and establishment of new industries quite difficult. However, there are two notable weaknesses underlying current propositions postulating that only certain innovation systems enable the creation of new industries: first, they mistakenly confound context specific with general empirical observations. And second, they grossly underestimate – or altogether fail to examine – the dynamics within innovation systems. This paper will show that it is precisely the dynamics within innovation systems – dynamics founded on the concept of path plasticity – which have enabled Japan to charge forward as a global leader in a highly innovative field: the game software sector as well as the biotechnology industry.