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How should governments design public innovation agencies to accommodate the challenges of rapid technological and economic change? In this article, we argue that innovation agencies can approach innovation in very different ways. We develop a typology of innovation agencies, using eight agencies from around the world to identify distinctive patterns of learning, adjustment, and experimentation. In doing so, we demonstrate that the effective design of innovation agencies depends heavily on their mission and the specific ends they seek to pursue.

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Why do some entrepreneurial high-technology industrial clusters grow and prosper, while others stagnate? Even after several decades of research, we have yet to find a definitive answer. One of the main debates in the literature revolves around the importance of societal variables, such as the growth of a cohesive community, versus the importance of factor availability, such as the supply of highly educated labour. Employing a critical case study design to analyse the technology industry in metropolitan Atlanta, this article shows that although the availability of certain factors might be necessary, it is not sufficient without the crystallization of a cohesive social structure. More specifically, we argue that unless a local high-technology industry develops rich multiple, locally centred social networks, which embed companies in the region, cluster development will stagnate. This is true even if the region is extremely rich in all the factors identified as growth-inducing in the literature.