Science and Technology
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One of the most unexpected changes of the 1990s was that firms in a number of emerging economies not previously known for high-technology industries moved to the forefront in new information technologies (IT). Surprisingly, from the perspective of comparative political economy theories, the IT industries of these countries use different business models and have carved out different positions in the global IT production networks. Of these emerging economies, the Taiwanese, Israeli, and Irish have successfully nurtured the growth of their IT industries.

Breznitz argues that emerging economies have more than one option for developing their high technology industries. His research shows how state actions shaped the structure of these three IT industries and that the industry's developmental path was influenced by four critical decisions of the state. His work provides a basis to advance a theoretical framework for analyzing how different choices lead to long-term consequences and to the development of successful and radically different industrial systems.

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Shorenstein APARC
Stanford University
Encina Hall, Room E301
Stanford, CA 94305-6055

(650) 725-0121 (650) 723-6530
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Danny Breznitz SPRIE Visiting Scholar and Assistant Professor at the Sam Nunn School of International Affairs and the School of Public Policy Speaker Georgia Tech
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In recent years, "anti-American" sentiments and protests - what some observers regard as the "wildcard" in the US-Korea alliance-- have created tensions in the management of the bilateral relationship. Analysts have pointed to nationalism, the South's newfound "love" for the North, and generational change among South Koreans as key explanations for the anti-Americanism. Katharine Moon offers a different kind of analysis, focusing on the rapid changes in democratization and decentralization of government that have fostered a new identity and activist role for local governments and citizens. Local autonomy, especially in the areas housing the U.S. military bases, has come to challenge the monopoly of the central government in managing the alliance relationship and a powerful force shaping the politics of anti-Americanism.

Katharine H.S. Moon, associate professor and chairperson, Department of Political Science, Wellesley College, and a non-resident scholar at the Sigur Center for Asian Studies, George Washington University.

She is the author of Sex Among Allies: Military Prostitution in U.S.-Korea Relations (Columbia University, 1997; Korean edition by Sam-in Publishing Co., 2002) and other work on women and international relations, migrant workers, and social movements in East Asia. Currently, she is writing a book on "anti-Americanism" in Korea-U.S. relations from the perspective of Korea's democratization and the politics of social movements. Moon received a Fulbright Senior Research Fellowship in 2002 to conduct research in Korea and was a visiting scholar at the Woodrow Wilson Center and the George Washington University in 2002-03.

Katharine Moon has served in the Office of the Senior Coordinator for Women's Issues in the U.S. Department of State and as a trustee of Smith College. She serves on the editorial board of several journals of international relations and consults for NGOs in the U.S. and Korea. She also serves on policy task forces designed to examine current U.S. - Korea relations.

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Katharine H.S. Moon Associate Professor and Chairperson Speaker Department of Political Science, Wellesley College
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Pantech Fellow and San Jose Mercury News foreign affairs correspondent Daniel Sneider considers three pitfalls to avoid in Indo-U.S. relations.

The United States and India have gone a long way from Cold War days of wariness and suspicion to genuine friendship and incipient global partnership. The visit of President Clinton to India in 2000 marked a breakthrough in Indo-U.S. ties, which had been set back by India's decision to conduct nuclear weapons tests in 1998.

President Bush, to his credit, broadened the road opened by Clinton and paved it with a more solid foundation. Cooperation in a range of areas, from military ties to joint scientific work, is well established. A presidential visit puts a personal seal on that budding partnership -- even if it is a couple of years late.

When it comes to Indo-U.S. relations, however, there are three pitfalls to avoid: the India card; democracy matters; and it's the economy, stupid!

The India card

Washington has a surplus of geo-strategists. As Kissinger famously played the "China card'' against the Soviet Union, the strategists imagine cleverly using an India card against a rising China.

There is one small rub in that grand design -- India isn't interested in being an instrument of an American containment strategy against China. As Robert Blackwill, former Bush administration ambassador to India, put it recently: "There's no way better to empty a drawing room in New Delhi of Indian strategists than to start talking about this idea.''

Indians eagerly compete with China for economic leadership in Asia. They have a legacy of tensions, from border wars to nuclear rivalry. But Indian policy is to engage China and create the best relationship possible.

The president is avoiding India card talk. But it is no secret that some inside the administration harbor these illusions. Let's hope they keep their mouths shut for at least this week.

Democracy matters

Beyond cliches about the world's two largest democracies, both governments have a habit of forgetting that democracy really matters. Witness the up-to-the-last-minute effort to salvage a deal from July to open India's civilian nuclear program to international inspection in exchange for access to nuclear energy technology and fuel.

The Bush administration did little to sell that deal in Congress, either ahead or afterward. Opposition has mounted on both sides of the aisles from those who fear it would undermine nuclear proliferation controls, particularly when Iran is claiming its own right to pursue peaceful nuclear technology.

The United States has now toughened its requirements. But the coalition government of Prime Minister Manmohan Singh faces rising resistance in parliament, encouraged by the prestigious nuclear establishment, to any deal that would significantly restrict India's ability to develop and build nuclear weapons.

I favored the July deal and support any reasonable new agreement that would separate a significant part of India's civilian nuclear program from its military one. Hopefully, the negotiations will succeed, but even if they do, both governments need to do a much better job selling it in their feisty democratic systems.

It's the economy, stupid

The biggest threat to this emergent partnership is to forget what brought the two countries together -- not geopolitics but shared interests. Some of those are security-driven, not least a common foe in Islamist terrorism. But the real driver has been economics.

Since India decided to open its protected economy in the early 1990s, the country has taken off, producing sustained growth rates nearing double digits. Led by the high-technology industry, foreign investment and trade with India is rising rapidly. The Indo-Americans who thrive in Silicon Valley form a powerful cultural and economic bridge between our two countries.

India's billon people include a middle class of 200 million to 300 million, equal to the population of this country, with an increasingly sophisticated appetite for Western consumer goods. In contrast to China, India has a young population, half of them under 25 years old.

For the United States, there are added opportunities -- and competitive challenges. As is evident from the Saturday morning phone calls from telemarketers in Chennai trying to sell me a new mortgage, India has a great resource in its English-speaking educated elite. That has meant job loss in the United States but also openings to create new businesses and new jobs.

Both governments need to focus on what is needed to accelerate the kind of virtual integration between India and the United States we see in Silicon Valley. If we do that right, the geopolitics will follow naturally. If we mess that up, all the strategic castles in the sky will come crashing to Earth very soon.

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The nuclear issue on the Korean Peninsula is one of the greatest challenges facing the global non-proliferation system. Yet the very root of that issue reaches far beyond the non-proliferation system. The Six-Party Talks, involving North Korea, South Korea, the United States, Russia, Japan, and China, bring hope for a peaceful solution between these nations. However, the continued strategic mistrust between the United States and North Korea casts an uncertain light on the struggling negotiations. Yang Xiyu will speak about the challenges of the nuclear issue on the Korean Peninsula, the profound mutual mistrust between the US and North Korea, and China's role in the Six-Party Talks. He will also discuss a possible solution.

Before coming to Shorenstein APARC as a visiting scholar, Yang Xiyu was Director of the Office for the Korean Peninsula Issues in Chinese Foreign Ministry. The office was set up in January 2004, when Dr. Yang was its first director to deal with the nuclear issue on the Korean Peninsula, as well as, affairs relating to the Six-Party Talks. He began his involvement in issues related to the Korean Peninsula in 1994, when he worked in the Chinese Embassy in the United States. During the following years, he took part in the launch of the Four-Party Talks, and was the representative for the Chinese side in the working level meeting of the talks, as well as, a member of the Chinese Delegation in the Four-Party Talks that were held in New York and Geneva.

He was awarded the National Award for Outstanding Contribution to Social Science Studies by the State Council of China, and the Honorable Allowance for National Distinguished Experts.

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Xiyu YANG Visiting Scholar Speaker Shorenstein Asia-Pacific Research Center
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Five years after the dot-com collapse, what is Silicon Valley's competitive position in the global economy? Russell Hancock and Doug Henton will present overall findings from the 2006 Silicon Valley Index, a document which tracks economic and social trends on an annual basis.

Hancock and Henton will show that the region has experienced a turbulent five-year period of economic restructuring and occupational change, producing both unprecedented job losses and substantial wage gains. This striking juxtaposition -- of job loss against rising per capita income -- indicates a fundamental shift to higher-skilled occupations, suggesting that Silicon Valley has solidified its position as a global center for high-end creativity.

Russell Hancock is President & Chief Executive Officer of Joint Venture: Silicon Valley Network, an organization providing analysis and action on a host of regional problems. Doug Henton is founder and President of Collaborative Economics Inc., a consultancy providing analysis and advice to civic leaders.

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Russell Hancock President & CEO Speaker Joint Venture: Silicon Valley Network
Doug Henton President Speaker Collaborative Economics, Inc.
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Having developed domain expertise in offshore outsourcing of software development services, some Indian IT companies have moved up the value chain and expanded the sophistication of their offerings. For example, Tata Consultancy Services has developed unique competence and intellectual property in areas such as automation of software development, engineering services, life sciences, and enterprise software products, through investments in R&D. Dr. Shroff's presentation will discuss the increasing role of R&D and intellectual property in the Indian IT industry with TCS as a leading example.

Prior to joining TCS in 1998, Dr. Shroff had been on the faculty of the California Institute of Technology, Pasadena, USA, after which he joined the Department of Computer Science and Engineering at Indian Institute of Technology, Delhi, India. Dr. Shroff graduated from the Indian Institute of Technology, Kanpur, India, in 1985 and received his Ph.D. in Computer Science from Rensselaer Polytechnic Institute, NY, USA, in 1990.

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Gautam Shroff Vice President of Technology Programs Speaker Tata Consultancy Services
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China's high technology companies are experiencing a significant shortage of senior and mid-level talent to support the development of their enterprises. Professionals who can operate at world class levels are in very limited supply--and this talent constraint is limiting the growth of the technology sector. How should leading companies in China address this talent shortage?

Heidrick & Struggles and the Stanford Project on Regions of Innovation and Entrepreneurship (SPRIE) have interviewed over 80 C-level executives in China's knowledge-intensive industries--semiconductor, e-commerce, computer hardware/software, and telecommunications. The result is a view into China's leadership and talent issues, and a playbook on how Chinese companies can accelerate the development of key talent.

Today, China's base is manufacturing, but to drive its economy in the decades ahead, China must rely in part on more knowledge-intensive industries. How successfully Chinese technology executives address today's talent shortages will help to define China's development path.

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Jonathan Hoyt Principal Speaker Leadership and Performance Strategies
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Kwon, Hyeok Yong Assistant Professor of Political Science Speaker Texas A&M University
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China's economic growth and integration with global markets is restructuring the world economy and raising issues important to the future of US companies and workers. In the US market, we hear concerns over a range of Chinese trade practices, including subsidies, dumping; and the exchange rate. In the China market, lack of enforcement of IP protections and non-market behaviors, such as subsidies and industrial policies, give rise to concerns that the deck is being stacked against US companies. At the same time, US exports to China continue to grow rapidly and US invested companies report strong profits. Many also note that low cost imports from China keep the cost of living in the US low and enhance the competiveness of some US companies in global markets. President Bush has described our relations with China as "complex." Our economic relationship is the embodiment of that description.

Henry A. (Hank) Levine serves as the Deputy Assistant Secretary of Commerce for Asia in the International Trade Administration's office of Market Access and Compliance. His responsibilities include the market access concerns and compliance with international trade agreements that affect U.S. companies operating in China, Japan, Korea, Taiwan, Mongolia, and the member countries of ASEAN. In his career State Department Foreign Service Officer, Mr. Levine has served as the Deputy Assistant Secretary of Commerce for Europe, the U.S. Consul General in Shanghai, China and Deputy Director for Economic Affairs in the State Department's Office of Chinese Affairs. Mr. Levine has a B.A. in Political Science from Bucknell University. He did graduate work in international affairs at the Fletcher School of Law and Diplomacy at Tufts University. He is a 1993 graduate, with distinction, from the U.S. National War College. He is fluent in Chinese (Mandarin).

Series Co-sponsored with the Center for East Asian Studies.

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Hank Levine Deputy Assistant Secretary for Asia, International Trade Administration Speaker U.S. Department of Commerce
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The talk will focus on David Michael's recent research into the globalization strategies of companies from China, India, and other rapidly developing economies. Increasingly, companies such as Haier, Huawei, CNOOC, Wipro, Bharat Forge, and Lenovo are emerging on the global stage. What strategies are these companies using, and what implications do they pose for their more-established competitors from developed markets? How are these companies leveraging engineering talent, low costs, and market access in their home countries? How do they approach global market entry, organizational development, and mergers and acquisitions? Which global industries are most threatened? What opportunities do such companies present to Western players? Which are the "most promising" new companies--the ones that you haven't yet heard of?

David Michael heads BCG's Beijing office and is on the global leadership teams of BCG's Technology and Communications practice and Operations practice. He has advised clients in various industries in the region for more than a decade and has worked in more than ten Chinese provinces. He holds a B.A. in economics magna cum laude from Harvard University and an M.B.A. from Stanford University, where he was awarded the Ernest W. Arbuckle award for outstanding class member. He was also a Rotary Scholar at the Chinese University of Hong Kong during the 1989-1990 school year.

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David Michael Senior Vice President, Beijing Office Speaker The Boston Consulting Group (BCG)
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