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Israel’s Knowledge-Intensive Sectors: Innovation, Networks and Regions

Understanding the Relationship Between Networks and Technology, Creativity and Innovation

ISBN: 978-1-78190-489-3, eISBN: 978-1-78190-490-9

Publication date: 27 August 2014

Abstract

Israel, characterized by various knowledge-intensive entrepreneurial firms, provides an interesting case study for examining sector-based differences and “small country” regional patterns. This chapter has a dual goal of exploring sector and regional differences of knowledge-intensive firms in Israel. The first goal is to depict similarities and differences between firms in three knowledge-intensive sectors: Life Sciences, information technology, and Cleantech. The second goal questions whether the geographical distribution of these firms across regions is associated with different levels of knowledge concentration and organizational homogeneity. Regional and sector-based differences were measured by firm-level network structures, funding patterns, and innovation proxies. One way analysis of variance tests were conducted for attaining these research goals. The main findings show that while most regions exhibit similar patterns of firm and network characteristics, many differences exist on the sector level that are associated with sector-specific attributes. These findings support the notion of a “small country inter-regional homogeneity effect.”

Keywords

Acknowledgements

Acknowledgments

This research was funded by the Israeli Science Foundation (to Amalya L. Oliver) and the Shaine Center for Research in Social Sciences, Department of Sociology and Anthropology, Hebrew University (to Noam Frank). The paper was written while being hosted by the Institute of Advanced Studies at the Hebrew University, 2012–2013.

Citation

Oliver, A.L. and Frank, N. (2014), "Israel’s Knowledge-Intensive Sectors: Innovation, Networks and Regions", Understanding the Relationship Between Networks and Technology, Creativity and Innovation (Technology, Innovation, Entrepreneurship and Competitive Strategy, Vol. 13), Emerald Group Publishing Limited, Leeds, pp. 37-64. https://doi.org/10.1108/S1479-067X(2013)0000013005

Publisher

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Emerald Group Publishing Limited

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