versities that have complementary strengths; the current Cambridge University–Massachusetts Institute of Technology alliance is a particularly interesting example. And industrial and financial corporations are increasingly aware of the advantages of locating activity clusters in the different markets and cultures they serve, and electronically linking them.

In summary, creativity continues to have an identifiable geography, and the advantages that derive from unique, local subcultures continue to matter. But IT has overlaid onto this geography new possibilities for the aggregation of geographically distributed talent and resources into creative combinations. And, in particular, local creative clusters can now extend their potential by strategically forming electronic linkages to other clusters—maybe very distant ones— with complementary capabilities. One can begin to think of these clusters as the specialized professional neighborhoods of the global village.



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