Foreign Policy
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This seminar is part of the Shorenstein Forum Cross-Strait Seminar Series. Dr. Wu Xinbo is currently a professor at the Center for American Studies, Fudan University, and the Vice-President, Shanghai Institute of American Studies. He teaches China-U.S. relations and writes widely about China?s foreign policy, Sino-American relations and Asia-Pacific issues. Professor Wu is the author of Dollar Diplomacy and Major Powers in China, 1909?1913 (Fudan University Press, 1997) and has published numerous articles and book chapters in China, the United States, Japan, Germany, South Korea, Singapore, and India. He is also a frequent contributor to Chinese and international newspapers. Born in 1966 in Anhui Province, East China, Wu Xinbo entered Fudan University in 1982 as an undergraduate student and received his B.A. in history in 1986. In 1992, he got his Ph.D. in international relations from Fudan University. In the same year, he joined the Center for American Studies, Fudan University. In 1994, he spent one year at the George Washington University as a visiting scholar. In fall 1997, he was a visiting fellow at the Asia-Pacific Research Center, Stanford University and the Henry Stimson Center in Washington DC. From January to August 2000, he was a visiting fellow at the Brookings Institution.

Wu Xinbo Professor Center for American Studies, Fudan University
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Technology product companies are characterized by rapid product introductions and the need to stay ahead in each product generation. If a company stumbles and loses its lead in one generation of product, it can be fatal. Technical support is as important as unique product features to win and retain customers. Yet this function is often an afterthought for many companies. While developmental engineering and product creation are exciting, providing strong support for such products is critical for a company's success in the market place.

With an overall shortage of engineers in the United States, companies can work with specialized, dual-shore based technical support companies to provide this very critical function to customers on an ongoing basis.

Somshankar Das brings twenty-nine years of experience in public and private management, high technology, and venture capital businesses to his role of president and chief executive officer of e4e. Prior to joining e4e, Som was a general partner with Walden International, where he specialized in semiconductor, software, IT service, and Internet infrastructure markets. While at Walden, he created a portfolio of service companies including Mind Tree Consulting, Techspan, Sierra Atlantic and WebEx. He also established the Walden India Nikko Fund in 1996, the first technology focused VC fund in India. Som currently serves on the boards of directors of two public companies, Aztec and WebEx. He has over twelve years of management experience in the U.S. semiconductor industry, and was actively involved in establishing Malaysia's first commercial silicon wafer foundry, Siltera. Prior to joining Walden, he was director for Worldwide Business Development at VLSI Technology, Inc. and was previously an officer in the Indian Administrative Service in India. Som holds an MBA from the Graduate School of Business, Stanford University and an M.S. in physics and mathematics from Calcutta University.

This seminar is part of SPRIE's Fall 2003 series on "High-Tech Regions and the Globalization of Value Chains."

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Somshankar Das President and CEO e4e, Inc.
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Donald K. Emmerson
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APARC, the National Bureau of Asian Research (NBR), and the U.S.-Indonesia Society (USINDO) on October 16 released a report from the National Commission on U.S.-Indonesian Relations that assesses the current state of relations between the two countries. %people1% was a key member of this commission.

APARC, the National Bureau of Asian Research (NBR), and the U.S.-Indonesia Society (USINDO) on October 16 released a report from the National Commission on U.S.-Indonesian Relations that assesses the current state of relations between the two countries. APARC Professor Donald K. Emmerson was a key member of this commission. The report was released to the public during a press conference on Capitol Hill. Congressman Jim Leach, Chairman of the House Subcommittee on East Asia and the Pacific, joined former U.S. Ambassador to Indonesia Edward Masters and representatives of the three sponsoring organizations in presenting the report. The consensus report concludes that Indonesia is at a critical juncture in its political and economic transition. It argues that the United States should assist Indonesia in this transition by increasing its assistance, with a major focus on education. The report also recommends the creation of a "partnership" to facilitate regular dialogue between the two countries. The National Commission on U.S.-Indonesian Relations is composed of a bipartisan team of distinguished former foreign policy practitioners and prominent Indonesia specialists. The National Commission is planning a series of follow-up briefings for senior government and congressional officials in the coming months.

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North Korea claims to have produced enough plutonium to build half a dozen nuclear bombs. U.S. intelligence indicates North Korea may indeed possess one or two nuclear weapons. The North Korean government has overtly threatened to use their arsenal against the United States. How credible is the threat? Is North Korea becoming the next Iraq? The U.S., China, Japan, Russia, and South Korea are pushing for another six-party talk. Can diplomacy, international aid, and security guarantees curb North Korea's nuclear proliferation? Can we negotiate with a regime devoid of a rule of law? What are our other options?

Panel discussion moderated by Warren Christopher, Professor in the Practice of International Law and Diplomacy, Stanford Law School, and including:

A panel discussion featuring:

  • Bernard S. Black, JD '82
  • George E. Osborne, Professor of Law and Director of the LLM Program in Corporate Governance and Practice, Stanford Law School
  • Mi-Hyung Kim, JD '89 General Counsel and Executive Vice President , Kumho Business Group

Dinkelspiel Auditorium, Stanford Law School, Stanford University Campus

Shorenstein APARC
Encina Hall E301
616 Jane Stanford Way
Stanford, CA 94305-6055
(650) 724-8480 (650) 723-6530
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Senior Fellow at the Freeman Spogli Institute for International Studies
Professor of Sociology
William J. Perry Professor of Contemporary Korea
Professor, by Courtesy, of East Asian Languages & Cultures
Gi-Wook Shin_0.jpg PhD

Gi-Wook Shin is the William J. Perry Professor of Contemporary Korea in the Department of Sociology, senior fellow at the Freeman Spogli Institute for International Studies, and the founding director of the Korea Program at the Walter H. Shorenstein Asia-Pacific Research Center (APARC) since 2001, all at Stanford University. In May 2024, Shin also launched the Taiwan Program at APARC. He served as director of APARC for two decades (2005-2025). As a historical-comparative and political sociologist, his research has concentrated on social movements, nationalism, development, democracy, migration, and international relations.

In Summer 2023, Shin launched the Stanford Next Asia Policy Lab (SNAPL), which is a new research initiative committed to addressing emergent social, cultural, economic, and political challenges in Asia. Across four research themes– “Talent Flows and Development,” “Nationalism and Racism,” “U.S.-Asia Relations,” and “Democratic Crisis and Reform”–the lab brings scholars and students to produce interdisciplinary, problem-oriented, policy-relevant, and comparative studies and publications. Shin’s latest book, The Four Talent Giants, a comparative study of talent strategies of Japan, Australia, China, and India to be published by Stanford University Press in the summer of 2025, is an outcome of SNAPL.

Shin is also the author/editor of twenty-seven books and numerous articles. His books include The Four Talent Giants: National Strategies for Human Resource Development Across Japan, Australia, China, and India (2025)Korean Democracy in Crisis: The Threat of Illiberalism, Populism, and Polarization (2022); The North Korean Conundrum: Balancing Human Rights and Nuclear Security (2021); Superficial Korea (2017); Divergent Memories: Opinion Leaders and the Asia-Pacific War (2016); Global Talent: Skilled Labor as Social Capital in Korea (2015); Criminality, Collaboration, and Reconciliation: Europe and Asia Confronts the Memory of World War II (2014); New Challenges for Maturing Democracies in Korea and Taiwan (2014); History Textbooks and the Wars in Asia: Divided Memories (2011); South Korean Social Movements: From Democracy to Civil Society (2011); One Alliance, Two Lenses: U.S.-Korea Relations in a New Era (2010); Cross Currents: Regionalism and Nationalism in Northeast Asia (2007);  and Ethnic Nationalism in Korea: Genealogy, Politics, and Legacy (2006). Due to the wide popularity of his publications, many have been translated and distributed to Korean audiences. His articles have appeared in academic and policy journals, including American Journal of SociologyWorld DevelopmentComparative Studies in Society and HistoryPolitical Science QuarterlyJournal of Asian StudiesComparative EducationInternational SociologyNations and NationalismPacific AffairsAsian SurveyJournal of Democracy, and Foreign Affairs.

Shin is not only the recipient of numerous grants and fellowships, but also continues to actively raise funds for Korean/Asian studies at Stanford. He gives frequent lectures and seminars on topics ranging from Korean nationalism and politics to Korea's foreign relations, historical reconciliation in Northeast Asia, and talent strategies. He serves on councils and advisory boards in the United States and South Korea and promotes policy dialogue between the two allies. He regularly writes op-eds and gives interviews to the media in both Korean and English.

Before joining Stanford in 2001, Shin taught at the University of Iowa (1991-94) and the University of California, Los Angeles (1994-2001). After receiving his BA from Yonsei University in Korea, he was awarded his MA and PhD from the University of Washington in 1991.

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Director of the Korea Program and the Taiwan Program, Shorenstein Asia-Pacific Research Center
Director of Stanford Next Asia Policy Lab, APARC
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Gi-Wook Shin Panelist
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Octobers and democracy in Thailand are inextricably entwined. On 14 October 1973, thirty years to the day before Dr. Pitsuwan will speak at Stanford, Field Marshal Thanom Kittikachorn, Thailand's strongman prime minister, was driven into exile. Parliamentary democracy flourished for three years until it was violently shut down in October 1976 following Thanom's return. On 12 October 2002 in Bali, extremist Muslims took more than 200 lives and made terrorism an urgent priority for Thailand and other members of the Association of Southeast Asian Nations (ASEAN). Relevant events in Southeast Asia in October 2003 include three summits--of ASEAN (Bali, 7-8 Oct.), of the Organization of the Islamic Conference (Kuala Lumpur, 16-18 Oct.), and of the Asia Pacific Economic Cooperation forum (Bangkok, 20-21 Oct.), the latter to include U.S. President George W. Bush. Dr. Pitsuwan will this unusual conjunction of anniversaries and summits to explore some of the ways in which democracy, terrorism, regionalism, and Islamism in Southeast Asia overlap and intersect. About the speaker Surin Pitsuwan served as Thailand's foreign minister from 1997 to 2001. He was the first Muslim to hold that post. He has been a member of the Foreign Affairs Committee in Thailand's House of Representatives since 1986. He has also been a columnist for Thai newspapers and a political science lecturer in Thammasat University. In 1983-84 he was a legislative assistant to U.S. Congresswoman Geraldine Ferraro. He earned a PhD from Harvard University in 1982 after graduating cum laude from the Claremont Men's College in Claremont, California.

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Surin Pitsuwan Member of Parliament Democratic Party, Thailand
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Hangzhou Municipality is the provincial capital of Zhejiang, on China's east coast. It forms part of the Yangtze River Delta (YRD) region. Hangzhou was "opened up" in the mid-1980s, following Deng Xiaoping;s visit to the South, resulting in an almost immediate flood of foreign and domestic investment in manufacturing. This initial investment was significantly in the peri-urban areas, i.e., outside the built-up area. The authors have been following development in the Hangzhou extended urban region, with emphasis on peri-urbanization processes, since 2000. A previous Shorenstein APARC discussion paper describes findings of preliminary field research on the Hangzhou-Ningbo Corridor, conducted in August 2000 and March 2001. The present paper zooms in on two peri-urban clusters in the Hangzhou extended urban region, and assesses their development over time. The goal of the research is to better understand how a peri-urban region changes - particularly in terms of firm evolution, labor characteristics, and spatial dynamics - as it becomes more economically and demographically mature. This paper also examines such changes in the context of the increasing cost structures and emerging competitors, primarily from other areas in China, that the Hangzhou peri-urban region now faces.

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Silicon Valley BizInk spoke to APARC Senior Research Scholar %people1% about his current hot-button work on the offshoring of business practices (BPO) to India.

U.S. companies sent jobs to India to save money, but stayed because of the quality of the work. Rafiq Dossani is a senior research scholar at the Asia-Pacific Research Center at Stanford University. Dossani, along with Martin Kenney, a professor in the human and community development department at the University of California, Davis, published a 52-page research report entitled "Went for Cost, Stayed for Quality: Moving the Back Office to India." The paper is available for download below. The research is a comprehensive look at the driving forces behind the migration of "business process" work to India. These BP jobs include much of the so-called back-office tasks -- human resources, accounting and customer service -- that are being outsourced to India. General Electric Co., for example, employs 9,000 BP workers in India, saving the company $340 million per year. It's little wonder why GE anticipates employing 20,000 workers in India by next year. Biz Ink editor Dennis Taylor spoke with Dossani from his Stanford University office about the dynamics of the offshoring trend. Q: What are the key business needs being outsourced to India today? A: There are really two practices: [information technology] and business process outsourcing. BP is expected to overtake IT by next year. IT outsourcing has been growing in India by about 15 percent per year. BP is growing at 100 percent a year. There are different dynamics involved. Q: On the IT side, what work is being done in India? A: There are four distinct processes to IT development -- project determination, architecture, system design and [programming]. About 25 percent of that is programming, quality assurance and Web services. India has about 15 percent of that. It's a small percentage, but it's growing fast. Q: Why does that type of technology flourish in India? Is it the education focus? A: The education policy as such hasn't made much of a difference. India doesn't have a lot of technically educated people, relative to its population. There are 0.3 scientists and technicians per 1,000 people, which ranks India 42 out of 62 nations surveyed by the World Bank in 1998 in the per-capita number of scientists and technicians. What it does have is a billion people. What has helped India is everyone speaks English. Q: What was the most surprising finding coming out of your research? A: By far, India's biggest skill is business management. It is very hard to manage these projects remotely. Yet American companies are lifting a key component of a process and shipping it off to India and it is being managed well. You need to understand that 96 percent of these programming projects are complex coding for banks, insurance companies and a host of manufacturing companies. This is complex software being created on demand and most of it -- because it's banks and manufacturing [not tech companies] -- is coming from mainstream America, not Silicon Valley. Q: How much of the work being outsourced to India comes from the United States? A: About 70 percent. How is the phenomenon of "offshoring" affected life in tech hubs such as Bangalore? Q: In a sense IT has not had an impact on these places. It's like an ivory tower. In March 2003, there were 230,000 employed in the [IT] industry. In Bangalore that may represent one-third of the population, but 30,000 out of a population of 5 million creates a buzz, but that's about it. A: But BP outsourcing is having a completely different impact. There are many recent graduates who have never been able to get a job so easily. Now they have well-paid jobs with multinational firms because they speak English and have good interactive skills. With more people employed, it's beginning to hit mainstream India and move out of Bangalore and to smaller cities. That in turn affects other sectors, such as construction management skills. Shoddy buildings in India are becoming a thing of the past. Q: Is offshoring causing any Indian engineers here in the valley to consider returning to India? A: What happened is India liberalized in 1991 -- allowing foreign firms to do business. But it took them five or six years to adjust, so in 1996 the first foreign company was established and now it's quite common. But IT outsourcing still only comprises 4 percent of the business, but it is growing so there will be an impact to the valley. Q: There are roughly 30,000 Indian engineers in the valley, and I'd estimate no more than 300 have gone back. A: Will the rapid growth in offshoring continue as long as there is a substantial wage disparity between the two countries? Q: Oh, yes. The wage disparity is too much. Someone working in a BP tech support call center will make $1.50 [U.S.] an hour, including benefits. Over here, even if you paid $15 an hour, you wouldn't get happy workers. There it is viewed as a good career. The supply of labor is so huge for call-center work, it will take many years before the difference is cut to even half as much, probably 10 to 15 years. With IT outsourcing, in India you would be paying $3.50 an hour for a Java programmer versus $25 an hour here, so the eight-times differential still exists. Q: Is the practice paying off for valley companies? Any early report cards? A: Oh yeah, big time, especially on the BP side. You save 80 percent in costs. On the IT side it is beginning to pay off, now that it's a matter of in-house offshoring to your own subsidiary. Product software doesn't source out well because of the [feared loss of] intellectual property associated with it. Q: Is there a downside to offshoring work to India? A: A big concern for companies is the loss of knowledge. The last time that happened was in consumer electronics and the U.S. lost the lead. And business continuity is a big concern. You need to have payroll done at a certain time of the month, but if there is a power outage, which is more likely to happen in India than here, what are you going to do? And of course there is a very real concern over the loss of intellectual property.

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Potentially the most divisive issue to be addressed at the upcoming summit of the Association of Southeast Asian Nations (ASEAN) in Bali on October 7-8, 2003 concerns the membership of Burma. Traditionally ASEAN has been regarded as among the most successful regional institutions anywhere. Since its founding in 1967, ASEAN member states have never waged war against each other. Southeast Asia has become an enduringly peaceful security community. This achievement reflects ASEAN's commitment to the norm of national sovereignty, its refusal to violate that norm by interfering in a fellow member's domestic affairs, and its consensual style of diplomacy--the confrontation-shunning "ASEAN Way." But these facilitators of regional peace have at the same time reinforced the more or less authoritarian character of the Association's ten member regimes. Nowhere in Southeast Asia is this anomaly of an "illiberal peace" more acute than in the crisis now facing ASEAN over the lack of democracy in Burma. Recently the junta in Rangoon arrested and imprisoned the leader of the Burmese opposition, Aung San Suu Kyi. The Burmese regime was able to crack down partly because of ASEAN's adherence to the principle of sovereignty and its reluctance to allow criticism of one member state by other member states. Will ASEAN's faith in sovereignty survive? Or will the Burmese dilemma force ASEAN's leaders at the Bali summit to rethink the very meaning of the Association in a globalizing and democratizing world? Erik Kuhonta recently completed his dissertation on the politics of equitable development in Malaysia and Thailand. He specializes on the comparative and international politics of developing countries with a focus on Southeast Asia. A citizen of the Philippines, he was born in Sri Lanka, grew up in Italy, and now considers Thailand his home. Kuhonta holds a B.A. magna cum laude from the University of Pennsylvania and a Ph.D. from Princeton University.

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Erik M. Kuhonta 2003-2004 Shorenstein Fellow APARC
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This seminar is part of SPRIE's Fall 2003 series on "High-Tech Regions and the Globalization of Value Chains."

Eric Benhamou is the chairman of the board of directors of 3Com Corporation, of Palm Inc. and of PalmSource, Inc. He served as chief executive officer of 3Com Corporation from September 1990 until December 31, 2000. In 1981, Benhamou co-founded Bridge Communications, an early networking pioneer, and was vice president of engineering until its merger with 3Com in 1987. Before joining Bridge Communications, he worked at Zilog, Inc. as project manager, software engineering manager and design engineer.

Benhamou holds honorary doctoral degrees from Ben Gurion University of the Negev, Widener University, Western Governors University, and the University of South Carolina. He has a master of science degree in electrical engineering from Stanford University and a Diplome d'Ingenieur from Ecole Nationale Superieure d'Arts et Metiers, Paris.

Benhamou currently serves as chairman of the board of Cypress Semiconductor and as a member of the board of Legato. He serves on the board of directors of privately held companies, Intransa and Atrica. He serves on the board of the New America Foundation, a Washington DC-based think tank. Benhamou serves on the executive committee of TechNet and of the Computer Science and Technology Board (CSTB). In addition, Benhamou is a champion of Smart Valley II, an initiative for deployment of state-of-the art information technology in Silicon Valleys health care, transportation, and education to enhance the quality of life for community members.

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Eric Benhamou Chairman, Board of Directors 3Com Corporation, Palm, Inc., and PalmSource, Inc.
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This seminar is part of SPRIE's Fall 2003 series on "High-Tech Regions and the Globalization of Value Chains."

George M. Scalise is president of the Semiconductor Industry Association (SIA), where he directs a staff focused on International Trade & Government Affairs, Workforce, Technology, Environmental-Safety & Health, and Communications. Scalise came to the SIA from Apple Computer, where he served as executive vice president of operations. Previously, he held executive management positions at National Semiconductor, Maxtor Corporation, Advanced Micro Devices, Fairchild Semiconductor and Motorola Semiconductor.

A graduate of Purdue University with a B.S. in mechanical engineering, Scalise was a founding member of the Semiconductor Research Corporation, an industry-funded organization that provides resources for pre-competitive semiconductor research at American universities. Scalise currently serves on President George W. Bush's Council of Advisors on Science and Technology as well as numerous boards, including the Federal Reserve Bank of San Francisco where he is Chairman of the Board of Directors, Cadence Design Systems, and iSuppli Corporation.

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George M. Scalise President Semiconductor Industry Association
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