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Theories about political movements typically posit models of actor choice that contain untested static assumptions about context. Short‐run changes in these contexts-induced by rapid shifts in the properties of political institutions-can alter choices and actors' interests, rapidly transforming the political landscape. China's Red Guard Movement of 1966-68 is a case in point. A generation of scholarship has attributed its violent factionalism to the opposed interests of different status groups. New evidence about the origins of the movement in Beijing's universities indicates that to the contrary, factions emerged when activists in similar structural positions made opposed choices in ambiguous contexts. Activists subsequently mobilized to defend earlier choices, binding them to antagonistic factions. Rapid shifts in the contexts for political choice can alter prior connections between social position and interests, generating new motives and novel identities. Close attention to these contextual mechanisms can yield novel accounts of the nature and origins of political movements.

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American Journal of Sociology
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Andrew G. Walder
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The dynamics of a global economy is being reshaped by the economic emergence of two Asian giants, China and India. How the world's two most populous countries manage globalization as they pursue economic reform and liberalization will impact significantly their societies, the rest of Asia, and the world.

This book brings together articles by first rate scholars of China and India to share and discuss their research findings in four areas: Challenges, Opportunities and Responses to Globalization; Social Security and Governance; National Security in the age of Globalization; and Ethnicity and Identity in the New World.

The book includes an opening address by Singapore's Minister Mentor Lee Kuan Yew, from his speech on Managing Globalization: Lessons from China and India, delivered at the official opening of the Lee Kuan Yew School of Public Policy on 4 April 2005.

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World Scientific Publishing Co in "India-China: Managing Globalization"
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Jean C. Oi
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981-256-462-4
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The overall goal of the paper is to better understand the development of groundwater markets in northern China. In particular, this paper focuses on the factors that determine the development of groundwater markets in the attempt to explain their "breadth" (the share of villages in which there are groundwater market activity) and "depth" (the share of water which the average tubewell owner sells to others on a market basis). Based on a survey of 24 randomly sampled villages and 50 randomly sampled tubewells in two provinces (Hebei and Henan Province) in 2001 and a field survey of 68 randomly sampled villages in 4 provinces (Hebei, Henan, Shanxi, and Shaanxi) of northern China in 2004, research results show that groundwater markets in northern China have emerged and are developing rapidly. Groundwater markets in northern China also are shown to be informal and localized and developing in a number of ways that make them appear somewhat similar to markets that are found in South Asia. However, groundwater markets in northern China also differ from those in South Asia in other ways, water sales in China are almost all impersonal and they almost always work on a spot-market, cash bases (that is, there is no price discrimination and there are no share or labor sharing arrangements as are sometimes found in South Asia). Econometric results show that the privatization of tubewells is one of the most important driving factors that encourage the development of groundwater markets. Increasing water and land scarcity and policy interventions also are important determinants that induce the development of groundwater markets.

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Scott Rozelle
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Using urban survey data collected by the authors in 2001-2002, this paper analyzes demographics, cultural factors, and purchasing behaviors influencing the consumption of fresh milk, yogurt, ice cream, and powered milk in Beijing, Shanghai, and Guangzhou, China. Results from estimation of a double-hurdle model of consumption show that income and marketing channels are the key determinants of milk consumption levels; however, education, advertising, and convenience play a more important role in consumption of other dairy products. There is some evidence that milk powder, as a consumer good, may be becoming an inferior product in urban China. Finally, the survey data suggest that the growing sophistication of Chinas retail sector is influencing consumption of dairy products.

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This project report is based on extensive interviews with top leaders in China's high tech industries, such as semiconductor design, e-commerce, mobile value-added services and telecommunications. While previous reports on China's talent challenges have focused on root causes or have been prescriptive in nature, Getting Results in Chinaexplores what leaders of high tech companies are actually doing on the ground to address these challenges. The findings will provide a window of insight on:

  • How pioneering executive leaders in China have adapted multinational strategies to acheive results in their organizations;
  • What the leading companies in China are doing to come out ahead in the competition for leadership talent;
  • Which critical leadership skills are most needed and also hardest to find in the current Chinese high tech playing field.

Getting Results in China will be of interest to Chinese executives, leaders of multinational companies operating in China and investors in Chinese enterprises across all industry sectors who want to understand the talent approaches that are getting results in a challenging environment.

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In 2003, consumption of IT goods worldwide was $1.5 trillion. Asia represented twenty percent of this total. Even more telling, Asia produced about forty percent of these goods. The continued rise of Asian IT innovation will pose a challenge to the eminence of traditional IT centers, notably Silicon Valley.

Making IT examines the causes as well as the major consequences of the dramatic rise of Asia in this industry. The book systematically analyzes each country's policies and results, on both a national level and, more importantly, in the innovation regions that have developed in each country: Japan's excellence in technology and manufacturing skills; Bangalore, India's late start and sudden explosion; Taiwan's Hsinchu Science-based Park's entrepreneurship and steady growth; Korea's Teheren Valley's impressive development of large companies; Singapore's initial reliance on multinational firms and its more recent switch to a home-developed strategy; and China's Zhongguancun Science Park's encouragement of investment from foreign firms while also promoting a domestic IT industry.

The book outlines the difficulties in the IT industry, including Japan's tendency to keep out most foreign firms and China's poor protection of intellectual property. Developed by the team that brought readers The Silicon Valley Edge, Making IT analyzes why this region has an advantage in this industry, the similarities and differences in the countries' strategies, why companies have clustered in specific localities, and most important, what will be changing in the coming years.

Making IT should leave no doubt that the United States and other countries competing in the global economy will face enormous challenges--and opportunities--responding to the rise of an innovative Asia.

"Making IT is an excellent work of collective scholarship. The book provides a wealth of information on one of the most striking episodes in economic development of the past few decades--the rise to global prominence in the IT sector of a part of the world that had long been regarded as a technological backwater." --Nathan Rosenberg, Stanford University

"The great strength of Making IT lies in its detailed case studies of Taiwan, India, Singapore, Korea, China, and Japan. The comparative focus on high-tech clusters and the explicit comparisons to Silicon Valley as the leader and model make an excellent contribution to our understanding of the high-tech cluster phenomenon and the ongoing competitive rise of the Asian economies considered in the book." --Hugh Patrick, Columbia University

Contributors

  • Jun-Woo Bae, Graduate School of Management, Korea Advanced Institute of Science and Technology (KAIST)
  • Zong-Tae Bae, Graduate School of Management, Korea Advanced Institute of Science and Technology (KAIST)
  • Rafiq Dossani, Shorenstein Asia-Pacific Research Center, Stanford University
  • Kyonghee Han, Department of Human and Community Development, University of California, Davis
  • Ken-ichi Imai, former Senior Fellow, Freeman Spogli Institute for International Studies, Stanford University
  • Martin Kenney, Department of Human and Community Development, University of California, Davis
  • Jong-Gie Kim, Graduate School of Business and Economics in Information, Myongji University
  • Kark Bum Lee, Information and Communications University, School of Management
  • Noboru Maeda, Graduate School of Creative Cities, Osaka City University
  • Sam Ock Park, College of Social Sciences, Seoul National University
  • Jon Sandelin, Office of Technology Licensing (OTL), Stanford University
  • Chintay Shih, College of Technology Management, National Tsing-Hua University
  • Sang-Mok Suh, Myongji University
  • Shoko Tanaka, ST Research
  • Toru Tanigawa, Kyushu University
  • Kung Wang, Graduate Institution of Industrial Economics, National Central University
  • Yi-Ling Wei, Industrial Economics and Knowledge Center, Industrial Technology Research Institute
  • Poh Kam Wong, Entrepreneurship Centre, National University of Singapore
  • Yasuhisa Yamaguchi, Japan Development Bank
  • Mulan Zhao, Administrative Committee of Zhongguancun Science Park
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Henry S. Rowen
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On Tuesday, November 14, the Stanford Project on Regions of Innovation and Entrepreneurship (SPRIE) will be hosting a first look at Making IT: The Rise of Asia in High Tech.

Making IT is edited by Henry S. Rowen, Marguerite Gong Hancock and William F. Miller, and features findings by scholars from from the United States, Japan, Korea, Singapore, Taiwan, China and India.

As Stanford University Press publishes Making IT this November, we invite you to attend this first look and discussion among scholars, policymakers and industry leaders.

Schwab Center--Mid Vidalakis Dining Room

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FSI Senior Fellow Emeritus and Director-Emeritus, Shorenstein APARC
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Henry S. Rowen was a senior fellow at the Hoover Institution, a professor of public policy and management emeritus at Stanford University's Graduate School of Business, and a senior fellow emeritus of the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC). Rowen was an expert on international security, economic development, and high tech industries in the United States and Asia. His most current research focused on the rise of Asia in high technologies.

In 2004 and 2005, Rowen served on the Presidential Commission on the Intelligence of the United States Regarding Weapons of Mass Destruction. From 2001 to 2004, he served on the Secretary of Defense Policy Advisory Board. Rowen was assistant secretary of defense for international security affairs in the U.S. Department of Defense from 1989 to 1991. He was also chairman of the National Intelligence Council from 1981 to 1983. Rowen served as president of the RAND Corporation from 1967 to 1972, and was assistant director of the U.S. Bureau of the Budget from 1965 to 1966.

Rowen most recently co-edited Greater China's Quest for Innovation (Shorenstein APARC, 2008). He also co-edited Making IT: The Rise of Asia in High Tech (Stanford University Press, 2006) and The Silicon Valley Edge: A Habitat for Innovation and Entrepreneurship (2000). Rowen's other books include Prospects for Peace in South Asia (edited with Rafiq Dossani) and Behind East Asian Growth: The Political and Social Foundations of Prosperity (1998). Among his articles are "The Short March: China's Road to Democracy," in National Interest (1996); "Inchon in the Desert: My Rejected Plan," in National Interest (1995); and "The Tide underneath the 'Third Wave,'" in Journal of Democracy (1995).

Born in Boston in 1925, Rowen earned a bachelors degree in industrial management from the Massachusetts Institute of Technology in 1949 and a masters in economics from Oxford University in 1955.

Faculty Co-director Emeritus, SPRIE
Senior Fellow, Hoover Institution
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Richard Walker Senior Vice President Speaker Hewlett Packard Company
Daniel Quon Senior Vice President Speaker Silicon Valley Bank Global
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In this report, we seek to meet the specific objectives of the first phase of China's study. The key goal of this study in China is to prepare evidence-based policy advice concerning the implications and opportunities for fruit producers during a period of a boom in horticulture demand and a restructuring of downstream markets and commercialization. Hence, the research in Phase 1 concentrates on identifying the determinants and consequences of restructuring of the horticulture sector in China. The analysis is conducted on three levels: macro (the policy issues and the national business environment), meso (the different chain segments and villages) and micro (household level). Because of space limitation and timing of the research the linkages between the first two levels are analysed in this report. The micro study will be carried out during the upcoming phase.

The research for this report is structured into two parts: a.) the national-meso level and b.) the local-meso level. In part 1 key policy issues, broad fruit supply chain issues and key stakeholders are identified. This part is intended to set the stage for the analysis done in part 2 and the forthcoming household study. The goal of part 1 is to analyze the evolution of China's restructured supply chain at a national level over a period of the past 10 or more years. With this background, the objective of part 2 is to study in more depth the restructuring changes that are occurring inside China's rural communities and within the markets. It also will provide context for the forthcoming micro-level study. In particular, we primarily study how marketing supply chains are operating and evolving within villages; inside wholesale markets and inside supermarkets.

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To read the seismic signal sent from an abandoned coal mine in the mountains of North Korea's coast, you must first recognize that it represents four major failures, two grave dangers, and one big opportunity.

The apparent explosion of a nuclear device, coming after two decades of trying to stop North Korea from achieving this goal, is a manifest failure of policy on four fronts -- a failure of U.S. nuclear non-proliferation policy, a failure of international diplomacy, a failure of Chinese leadership and a failure of South Korea's strategy of engaging the North.

Having failed so completely, the world now faces two grave dangers. The first is the very real threat of war on the Korean Peninsula, triggered by a series of escalatory actions in the wake of the bomb test. The second is the danger that North Korea will proliferate its nuclear technology, materials or know-how to others -- not the least to another nuclear hopeful, Iran.

But there remains a lone and tenuous opportunity. Having removed all ambiguity about its nuclear ambitions, North Korea may finally have created a common sense of threat that will galvanize the kind of concerted international action that so far has been absent.

THE FOUR FAILURES

Non-proliferation failure

The United States has spent two decades trying to stop North Korea from going nuclear, a turbulent period of crisis and negotiation that even went to the brink of war. At least three administrations confronted this problem and none, certainly not the Bush administration, can escape blame.

North Korea agreed to sign the Nuclear Non-Proliferation Treaty (NPT) in 1985, but it stalled before signing an agreement with the International Atomic Energy Agency (IAEA) in 1992 to place its nuclear facilities under international safeguards and inspections. During that time the North Koreans reprocessed some spent fuel from their reactor into plutonium - an amount that American intelligence believes was enough for building one or two warheads.

North Korea's resistance to full inspections, while it kept pulling spent fuel rods out of its reactor, provoked a crisis in 1994 and led the Clinton administration to ready military forces to strike the North's nuclear facilities. In a last-minute deal, North Korea froze its reactor and reprocessing facilities, effectively halting plutonium production under IAEA supervision. In exchange, the United States, Japan, South Korea and others agreed to construct two light-water reactors for North Korea and to supply fuel oil until the reactors came online.

The deal was troubled from the start. Neither party was satisfied with the compromise or the way it was to be implemented. By the late 1990s, the North had begun a secret effort to acquire uranium-enrichment technology from Pakistan and, in 1998, tested a long-range ballistic missile. Despite this, the plutonium freeze remained in place. But it did not survive the Bush administration.

The Bush administration came into office challenging the value of the agreement and froze contacts with the North. After receiving intelligence showing moves to build enrichment facilities, it confronted North Korean officials at an acrimonious meeting in Pyongyang in October 2002.

The United States halted fuel shipments a month later, and, in early 2003, the North Koreans expelled IAEA inspectors and withdrew from the Non-Proliferation Treaty. They proceeded to reprocess the fuel rods they had stored for a decade, producing enough plutonium, intelligence estimates say, for four to six nuclear warheads. In February 2005, the North Koreans announced they had manufactured nuclear weapons. Last week, they apparently made good on that declaration.

Blame aside, North Korea's emergence as the world's ninth nuclear power may be the most serious failure in non-proliferation history. Unlike India and Pakistan, which remained outside the system of international treaties, North Korea acted in defiance of those controls. Who might be next?

Diplomatic failure

Unlike Iraq, the attempt to stop North Korea's nuclear program has relied on the tools of diplomacy, accompanied by economic incentives and coercive sanctions.

But serious questions have been raised from the start about the sincerity and methods of the diplomatic efforts, particularly on the part of the United States and North Korea. The Bush administration has insisted -- and the president continues to make this argument -- that direct talks with North Korea do not work. Pyongyang has tried to frame everything as an issue with Washington, undermining talks that involved others, including South Korea.

Bush's stance lends credibility to those who charge the administration seeks "regime change," not a compromise that it believes will lend legitimacy to Kim Jong Il. The North Koreans now appear to have used the talks to buy time and build bombs.

Diplomacy has, at American insistence, consisted of six-party talks, held under Chinese auspices and including both Koreas, Japan and Russia. In truth, little real negotiating went on at these gatherings, at least until the last full round of talks in September 2005. In contrast to the thousands of hours of negotiations between Americans and North Koreans that led to the 1994 deal, there have been only tens of hours of actual give and take.

It is intriguing that the September agreement on a statement of principles for denuclearization came only after the State Department's chief negotiator was finally allowed to talk to his North Korean counterpart at length. Even then, their agreement evaporated almost immediately as they dueled publicly over the deal's meaning. American financial sanctions against North Korean currency counterfeiting further clouded the atmosphere, and direct contacts ground to a halt.

China's failure

The North Korean nuclear crisis is also a failure of China's bid for regional, if not global leadership. North Korea is an ally of China, a relationship that goes back more than half a century to the Korean War, when Chinese "volunteers" poured across the border to prevent an American victory. Their relationship has become more difficult since China embarked on market reforms while North Korea clung to its peculiar brand of Stalinism.

China has been torn between its loyalty to Pyongyang, its desire to maintain a stable balance of power in the region and its fear that the North's nuclear ambitions could provoke conflict on its borders. By becoming host for the six-party talks, Beijing stepped into an unusual leadership role.

The Bush administration was eager to move the burden of the North Korean problem onto the Chinese. Some administration hard-liners argued that China had the power to trigger the collapse of Kim Jung Il's regime by cutting off energy and food supplies.

Time and again, Beijing dragged the North Koreans back to the negotiating table, while also pushing Washington to engage Pyongyang in the talks. But Chinese irritation over American inflexibility has now been trumped by North Korea's defiance. Chinese policy-makers now wonder how they can punish the North without creating chaos, or war.

Failure of engagement

The final failure lies on the doorstep of South Korea's 10-year-long policy of engagement. The "sunshine policy" asserted that the North could be induced to give up its nuclear option by opening up the isolated communist state and promoting the forces of Chinese-style reform.

After a historic summit meeting in 2000, South Korean aid and trade, even tourists, flowed into the North. South Koreans lost their fear of a former foe, seeing it more as an impoverished lost brother than a mortal threat. Tensions with their American allies rose because of a gap in the North's perceived threat. The United States wondered why its troops should continue to defend South Korea.

Now South Koreans must confront the possibility that the North may have used engagement only to buy time.

THE TWO DANGERS

Threat of war

With eyes on Iraq and the Middle East, the Korean Peninsula has been far from the center of American attention. American forces based in South Korea and Japan have been dispatched to Iraq.

Yet the demilitarized zone that separates the two Koreas remains the most militarized frontier on the planet, with hundreds of thousands of well-armed soldiers poised against each other. Clashes along that frontier used to be commonplace and there are signs of a renewal of tensions. The danger of unintended escalation cannot be dismissed.

What might happen if a U.S. naval vessel, moving to inspect a North Korean freighter - as the U.N. resolution may authorize - is fired on or even captured, as the USS Pueblo was in 1968? It is a frightening scenario already worrying some at the Pentagon and the State Department.

Risk of proliferation

More than anything else, American policy-makers fear that North Korea, emboldened by its nuclear success and perhaps desperate for funds amid economic sanctions, might sell its nuclear expertise to Iran and others, including terrorist groups.

For Pyongyang, an alliance with Iran is a logical response to American and global pressure. The North Koreans have sold ballistic missiles to Tehran since the 1980s and rumors of nuclear cooperation persist.

An American effort to interdict the movement of ships and planes to Iran -- with possible U.N. backing - is probable. But the most likely transit is across the long and loosely controlled land border with China. The amount of plutonium needed to make a warhead is the size of a grapefruit and hard to detect - creating yet another nightmare scenario.

THE OPPORTUNITY

In this otherwise bleak landscape, there is an opportunity. For the first time, there is a chance of a consensus among the key players -- China, Japan, South Korea, Russia and the United States. The passage of a U.N. resolution is a small step in that direction. But the real test will come next, as the nations must cooperate to put pressure on North Korea, while coolly navigating the perils of war and making sure to leave open a diplomatic exit.

There is a slim chance of such concerted action, and a limited window for achieving it. Not everyone sees the dangers the same way. Signs of rethinking errors of the past are no more evident in Beijing and Seoul than they are in Washington or Tokyo. Ultimately, however, if they are to seize this moment of opportunity, all parties must face up to the fact that the policies of the past have failed.

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