A long line of research has shown that women live longer than men, yet according to Karen Eggleston, director of the Asia Health Policy Program, and four other Stanford health researchers, mortality rate differences between men and women are much more variable than previously thought, following predictable patterns. Life expectancy differs depending on time, location and socioeconomic circumstance, not on biological factors alone, according to their newly published findings.

The researchers found that women have greater resilience when faced with socioeconomic adversity in a developing country—living nearly 10 years longer than men on average—but this pattern changes as the country evolves. Developed countries typically have smaller gaps in mortality rates between men and women than developing countries do.

Japan and South Korea are outliers, however, with higher mortality rate differences between men and women than is average for developed countries. In addition to the prevalence of male smoking, one possible explanation they draw is the lack of career-related opportunities for women in Japan and South Korea, two countries that have low gender wage equity among Organisation of Economic Co-operation and Development members.

Eggleston, who is part of the core faculty at the Shorenstein Asia-Pacific Research Center, et al. suggested the idea that reducing gender inequality may help narrow the mortality gap: men increase years lived when fewer barriers for women exist, but concluded that their findings supporting this conclusion merit further inquiry.

Their findings were published in the August edition of SSM – Population Health and highlighted in an earlier column on Voxeu.

North Korea conducted its fifth nuclear test in the wake of the G20 summit earlier this month. The United States immediately condemned North Korea’s behavior in a statement delivered by the White House, and a few days later, flew a set of bombers near the U.S. military base in Osan, South Korea.

Writing for Toyo Keizai, Daniel Sneider, associate director for research at the Shorenstein Asia-Pacific Research Center, said a consistent strategic and military reasoning drives the North Korean regime’s decision to test nuclear missiles. His analysis piece can be viewed in English and Japanese.

Sneider also spoke with Slate about how the next U.S. administration could respond, suggesting that a deployment of additional nuclear-capable aircraft at U.S. bases in Asia would send a strong signal to Pyongyang. The Slate article is available at this link.

South Korea has been seeking stronger international sanctions against North Korea since the test. As the country’s biggest trading partner, China is considered an important actor in the ability to influence North Korea. In the Korea Times, Sneider said a way to motivate China to augment their role in sanctions against North Korea is to remind Beijing that a continuation of North Korea's nuclear program would only lead to greater scale and capability of American military presence in the region. The Korea Times article is available at this link.

Seventy-one years ago today, Japan formally surrendered in World War II. Though the end of war may seem part of the distant past, the cultural and political legacy of that conflict still looms large over the international stage, particularly in Asia. U.S. President Barack Obama’s visit this past May to Hiroshima did more than pay homage to the victims of the atomic bombing carried out by the United States more than seven decades ago. The President also stepped into the complex and often treacherous realm of wartime historical memory, Daniel Sneider and Stanford professor Gi-Wook Shin write in a piece for the Stanford University Press blog.

Shin and Sneider, director and associate director for research of the Shorenstein Asia-Pacific Research Center, respectively, are co-authors of the book Divergent Memories and lead a multiyear research project that examines historical reconciliation in Asia.

Stanford researcher Kenji Kushida says Japanese social norms are shifting from being highly unfavorable to a tech startup culture toward one much more supportive of it.

Japanese corporations are evolving and adopting a “startup culture” to boost their business creativity and country’s economic prospects, a Stanford expert says.

“We can see that over the past 15 years or so, changes to the overall Japanese political economic context as it undergoes gradual but substantive reform over the past couple decades have created a far more vibrant startup ecosystem in Japan than most people – both inside and outside Japan – realize,” said research associate Kenji Kushida of Stanford’s Walter H. Shorenstein Asia-Pacific Research Center.

Kushida wrote in a new research paper that, over the past decade, Japan has undertaken significant reforms that are now bearing fruit – reforms ranging from monetary and fiscal policy designed to encourage private investment to a range of regulations surrounding corporate law, university organization, labor mobility and financial market reforms.

As a result – and combined with changes and challenges facing Japan’s large company sector – the country’s people are embracing a “vibrant startup ecosystem,” Kushida said. He is optimistic that such a transformation can occur in a country where stability and corporate loyalty – not necessarily innovation or creativity – have long been dominant social and business values.

Now, large Japanese firms are adjusting to performance crises and uncertain futures. As a result, the Japanese people are learning that with economic opportunity – the kind that startups promise – there also comes the risk of failure.

“A generational shift is accompanying social normative changes that are becoming more supportive of entrepreneurship and high-growth startups. Entrepreneurs and high-growth startups are celebrated in the popular media and in major events more than ever before,” Kushida wrote.

Silicon Valley networking

The influence of California’s Silicon Valley is a factor. For instance, Japanese Prime Minister Shinzo Abe last year spoke at Stanford about how his country is learning the lessons of Silicon Valley and trying to build networks into the region. So Japan is likely to see an increase in the quality and quantity of high-growth startups, according to Kushida.

He said, “The current relationship between Japan and Silicon Valley is one in which Japanese firms, ranging from large firms to startups, are looking for ways to actively harness Silicon Valley. Large firms are trying by becoming investors in Silicon Valley venture capital firms, setting up their own venture capital arms, setting up branches in the valley, and trying to engage in ‘open’ innovation by entering into tie-ups and attempting to acquire select valley startups.”

A small but growing number of Japanese entrepreneurs visited Silicon Valley either to start their own companies or to grow firms that were started in Japan, Kushida said.

Still, Japan’s tech sector is a long way from what one finds in Silicon Valley, where many of the world’s most “disruptive” and game-changing firms are located. He wrote, “When compared to Silicon Valley, the ecosystem is still small in scale, but so is virtually every other startup ecosystem.”

A growing flow of Japanese entrepreneurs and CEOs is coming to Silicon Valley to get more of a sense of how things work, Kushida said, adding, “That is what we are helping through research at the StanfordSilicon Valley-New Japan Project as part of the Japan Program at the Shorenstein Asia-Pacific Research Center.”

Kushida said that if current estimates hold, Japan should expect successful startups, all supported by a “stronger ecosystem of startup-related players, combined with more open large firms.”

These large firms, he said, will spin off entrepreneurs who leave to launch other new companies, which will accelerate the startup cycle in Japan.

Spreading technology globally

Key challenges facing Japan’s startup culture, Kushida said, are the need for more entrepreneurial role models and the “overall lack of experience in creating followers.” On the latter, he explained that while Japan has excelled at producing tech products for use in its own markets, it would benefit by getting other firms and parts of the world to adopt its products and services.

“Think of the negotiations that Apple undertook with telecom carriers around the world to roll out the iPhone worldwide, or how Google is continually negotiating with governments such as those in the European Union to allow its services to be adopted broadly,” he said.

Other Stanford scholars, such as Takeo Hoshi, have recently written about the reasons Japan was not able to pull out of a long recession that resulted in virtually no growth in the 1990s. One problem, as Hoshi described it, was that the Japanese government was unable to introduce much-needed “structural reforms” to overhaul its economic structures to increase business competition – such as deregulation to cut operating costs for firms, a key attraction for startup-minded entrepreneurs.

Japan’s “lost decade” originally referred to the 1990s, though the country has still not regained the economic power it enjoyed in the 1970s and 1980s. Some say Japan has actually experienced two lost decades if the 2000s are counted as well.

Kushida’s paper, “Japan’s Startup Ecosystem: From Brave New World to Part of Syncretic New Japan,” was published in the Asia Research Policy journal.

Clifton Parker is a writer for the Stanford News Service.

South Korea is facing a number of challenges. Not unlike other advanced economies in Asia, the country is confronted with a declining working-age population, reduction in birth rates, and risk of long-term stagnation.

A team of Stanford researchers at Stanford’s Shorenstein Asia-Pacific Research Center (APARC), in collaboration with other scholars from around the world, is increasingly thinking about those challenges and is working on a number of research initiatives that explore potential solutions in leveraging benefits from globalization.

The researchers propose that Korea can extract value from two major movements of people – outflows of its own population (diaspora) and inflows of foreigners (immigrants and visitors), all of whom hold the capacity to build social capital – a network of people who have established trust and in turn spread ideas and resources across borders.

Engaging diaspora

Emigration is traditionally viewed as a loss of human capital – ‘brain drain’ – movement of skills out of one country and into another, but Stanford professor Gi-Wook Shin and Koret Fellow Joon Nak Choi support an alternative view of outward flows of citizens.

Shin and Choi suggest that people who leave their countries of origin but never return can still provide value to their home country through ‘brain linkage,’ which advocates that there is economic opportunity in cross-national connections despite a lack of physical presence. This concept is a focus of their research which was recently published in the book Global Talent: Skilled Labor and Mobility in Korea.

“What we’re trying to do is to extend the thinking – to not just look at potential losses of having your people go abroad but also the potential gains,” Choi said. “Previous studies have found that if you have more of these relationships or ‘brain linkages,’ you have more trade and more flow of innovations between countries.”

People who stay in a host country become participants in the local economy and often conduct influential activities such as starting companies, providing advice and sitting on boards of directors, Choi said, and these transactions enact flows of resources from home country to host country and vice versa.

Choi, who outside of his fellowship is an assistant professor at Hong Kong University of Science and Technology, said that this way of thinking pulls away from a zero-sum view of the world and instead sees it as “more globalized, cosmopolitan and diffuse.”

He leads a research project with Shin focused on global talent and cultural movement in East Asia, and over the past quarter, taught a graduate seminar on the Korean development model.

“Cross-national ties are harder to establish than those that are geographically close, but they provide invaluable means of sharing information and brokering cooperation that may otherwise be impossible on other levels,” said Shin, who is also the director of Shorenstein APARC. “In many ways, social ties can be a good strategy to gain a competitive edge. This is an area we endeavor to better understand through our research efforts on Korea.”

Shin has described his own identity of being a part of the very system they are studying. He grew up in Korea, arrived in the United States as a graduate student and has since stayed for three decades and frequently engages the academic and policy communities in Korea.

One cross-national initiative that he recently started is a collaborative study between scholars at Shorenstein APARC and Kyung Hee University in Seoul. The two-year study evaluates the social capital impact of a master’s degree program at the Korean university that trains select government officials from developing countries.

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An international cohort including many researchers from Stanford’s Shorenstein Asia-Pacific Research Center have been conducting group interviews with international students at Korean and Japanese universities to better understand their motivations to stay or go following their completion of a degree or non-degree program at Korean universities. Their initial results reveal that gaps in cross-cultural understanding and opportunities cause feelings of disassociation, but recent internationalization efforts are helping to address those gaps and support innovation, knowledge sharing and local economic growth. An op-ed on the topic authored by Stanford professor Gi-Wook Shin and Yonsei University associate professor Rennie Moon can be viewed here. Credit: Flickr/SUNY – Korea/crop and brightness applied

Harnessing foreign skilled labor

Globalization has also led to migration of people to regions that lack an adequate supply of skilled workers in their labor force. This new infusion of people is an opportunity to bridge the gap, according to the researchers.

“In order to be successful, countries need a large talented labor pool to invest in,” said Yong Suk Lee, the SK Center Fellow in the Freeman Spogli Institute for International Studies and affiliate of the Korea Program. “Innovation is not something like a technology ladder which has a more obvious and strategic trajectory, it’s more about investing in people and taking risks on their ideas.”

Korea currently has a shortage of ‘global talent’ – individuals who hold skills valuable in the international marketplace. Yet, Korea is well positioned to reduce the shortage.

The country produces a vast amount of skilled college graduates. Nearly 70 percent of Koreans between the age of 25 and 34 have the equivalent of a bachelor’s degree. Korea has the highest percentage of young adults with a tertiary education among Organisation for Economic Co-operation and Development (OECD) countries. Another study found that the foreign student population in Korea has risen by 13 percent in the past five years.

Universities are moving to “internationalize” in seeking to both recruit faculty and students from abroad and to retain them as skilled workers in the domestic labor force. A new book published by Shorenstein APARC Internationalizing Higher Education in Korea: Challenges and Opportunities in Comparative Perspective assesses efforts by institutions in Korea, China, Japan, Singapore and the United States through nine separately authored chapters.

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Shin and Yonsei University associate professor Rennie Moon, who served as book editors and chapter authors, found that Korea has on average more outbound students (students who leave Korea to study elsewhere) than inbound students (international students who come to Korea to study). The figure above compares five countries and finds that Korea and China are more outbound-driven while Singapore, Japan and the United States are more inbound-driven.

“For most national and private universities in Korea, internationalization is more inbound-oriented—attracting foreign students, especially from China and Southeast Asia,” said Yeon-Cheon Oh, president of Ulsan University and former Koret Fellow at Shorenstein APARC who co-edited Internationalizing Higher Education in Korea. “In many ways, it’s about filling up students numbers. There needs to be a balance in inbound and outbound student numbers in order for internationalization to have an optimal effect.”

International students that do come to Korea are on average not staying long after graduation, though. The researchers identify reasons being difficulty in adapting to the local culture, inability to attain dual citizenship, language barriers, and low wages in comparison to that of native Koreans; in short – it is not easy to assimilate fully.

These and other barriers facing foreigners in Korea are a focus of a broader research project led by Shin and Moon that aims to propose functional steps for policymakers striving to internationalize their countries and to shift the discourse on diversity.

Developing a narrative

The Korean government has expanded efforts to recruit foreign students to study at Korean universities – many of which now rank in the top 200 worldwide – but addressing education promotion is only one area.

“The challenge is to propose a pathway that rallies around a general narrative,” Lee said, citing a need for internationalization to be coordinated across immigration policy, labor standards, and social safety nets.

An international group of experts in Korean affairs gathered at Stanford earlier this year at the Koret Workshop to address the challenge of creating a cohesive narrative, focused on Korea as the case study. The Koret Foundation of San Francisco funds the workshop and fellowship in its mission to support scholarly solutions to community problems and to create societal and policy change in the Bay Area and beyond.

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The Koret Workshop brings together an international panel of experts on Korean affairs at Stanford. From 2015-2016, the workshops focused on higher education, globalization and innovation in Korea. Above, Michelle Hsieh (far right) speaks during a question and answer session following her presentation on Korean and Taiwanese small and medium enterprises, next to her is former U.S. Ambassador to the Republic of Korea Kathleen Stephens, Stanford consulting professor Richard Dasher, former U.S. foreign affairs official David Straub, and Korea University professor Myeong Hyeon Cho.

The interdisciplinary nature of the workshop was an important aspect, according to Lee, and Michelle Hsieh, one of 27 participants of the conference that covered a range of areas from entrepreneurship to export promotion policies in Korea.

“The workshop demonstrated how internationalization of higher education – and academic research in general – can be achieved by constructing cross-cutting ties,” said Hsieh, who was a postdoctoral fellow at Shorenstein APARC from 2006-07 and is now an associate research fellow at Academia Sinica in Taiwan.

“Participating in the workshop made me realize I really miss the lively and rigorous discussions at Shorenstein APARC, where researchers are interdisciplinary with diverse backgrounds yet focused on a common research interest,” Hsieh said. “I think debate and discussion in that kind of setting can illuminate a completely different take.”

The workshop will result in a book that features multiple areas and policy directions for Korea’s development. The lessons included are also envisioned to apply to other emerging countries facing similar trends of demographic change and economic slowdown. Shorenstein APARC expects to publish the book next year.