The COVID-19 pandemic has disrupted economies and expectations for economic growth and development the world over. But even before the pandemic, Asian economies were reassessing their growth strategies.

In a podcast conversation about the new edited volume, Shifting Gears in Innovation Policy: Strategies from Asia, APARC's Korea Program Deputy Director Yong Suk Lee discusses some of the impediments Asian countries face in trying to encourage economic development and entrepreneurship, but also the inherent strengths that could allow innovative strategies to take hold and grow in East Asia. Listen to the full conversation at this link.

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Edited by Lee, Gi-Wook Shin, and Takeo Hoshi, Shifting Gears in Innovation Policy is the first of three volumes resulting from APARC's Stanford Asia-Pacific Innovation project that produces policy research to promote innovation and entrepreneurship in East Asia and the greater Asia-Pacific region.

Lee explains, “Many Asian countries achieved economic growth by importing new technologies from advanced economies like the U.S., using them very effectively, and then expanding exports. But now where East Asia stands, many of these countries have already successfully caught up to the technological frontier of advanced economies, so if they want to maintain growth, there needs to be a shift in their strategies.”

The shift Lee and the other volume authors propose is one towards economic growth that is driven by innovation and entrepreneurship rather than the ‘catch-up’ model that Asian economies have commonly relied on. Unlike startup hubs such as the San Francisco Bay Area of California, Asian countries often lack an entrepreneurial tradition because of antagonistic financial structures and differences in cultural definitions of success. These additional financial and social risks have cast entrepreneurial endeavors in an unattractive light for multiple generations of workers.

But encouraging entrepreneurship and endemic innovation are crucial to maintaining stable economic growth. With rapidly aging populations, greater interconnections in both trade and diplomacy, and transformation in the workforce, workplace, and work itself, effectively adapting development strategies to meet present and future challenges remains a central priority for East Asia policymakers and innovators alike. As Lee advises, “There’s strong infrastructure in East Asia, both physically and digitally, which is a great advantage. But they’re now at a frontier with no trajectory to follow, and there needs to be indigenous growth and continuous innovation in order to not be surpassed by competitors.”

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Using a unique entrepreneurship-focused survey of Stanford alumni, Lee and Eesley investigated how the Stanford Center for Entrepreneurial Studies (CES) at the Business School and the Stanford Technology Ventures Program (STVP) at the Engineering School affect entrepreneurial activity. They administered the survey to a well-defined population of comparable individuals from multiple industries, in total generating 27,783 responses. Respondents reported information on their entrepreneurial status, participation in angel investing and venture capital, and on the founding, duration, and success of start-up ventures. Respondents also indicated to what degree, if any, they had participated in the CES or STVP programs.

The survey results reveal that overall participation in the Stanford Business School CES had a negative to zero impact on entrepreneurship rates and participation in the Engineering School STVP had no impact on entrepreneurship rates. However, the data suggests that participation in the Business School initiative decreased startup failure and increased firm revenue in the long-term. “University entrepreneurship programs may not increase entrepreneurship rates,” Lee and Eesley conclude, “but help students better identify their potential as entrepreneurs and improve the quality of entrepreneurship.”

These findings provide important context to broader questions about entrepreneurship development and incubation, such as whether entrepreneurship is an intrinsic or acquired trait, and as such, whether firms should seek to develop entrepreneurial capabilities internally or acquire them from external sources. This question equally concerns universities and the strategies institutions of higher education employ to foster entrepreneurial talent.

Lee and Eesley note that it is important to take into account variation in entrepreneurship training programs in course content, emphasis, and other dimensions. Their research suggests that general entrepreneurship education that targets a broader spectrum of startups, rather than one that solely focuses on technology startups, may be more effective in reducing the uncertainty in entrepreneurial ability or improving startup performance.

These findings may generalize to other samples of selective-admission college-educated alumni, although there is certainly need for future work that explores the effects of entrepreneurship education in different institutional environments.

Samsung is a veritable business empire. In 2017, it passed Apple as the most profitable tech company. But there is more to the company than flat screens and smartphones. In Korea, Samsung is ubiquitous not only as a leading electronics brand, but as a major shaper of culture and politics.

In the episode "The Republic of Samsung" from Business Insider's “Brought to You By . . .” podcast, APARC and Korea Program Director Gi-Wook Shin gives his perspectives on how Samsung transformed from a small family produce shop to become a core pillar of Korean identity. “Samsung really has become a very powerful group in Korea,” reflects Shin. “Their influence is everywhere, not only in business, but in politics, in education, and in culture.”

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This blurry intermingling of business interests, politics, and identity is both the key to Samsung’s success and the source of scandals over bribery, corruption, and nepotism that have rocked the company in recent years. For Shin, the longstanding Korean saying, “What is good for Samsung is good for South Korea,” has additional meaning in the present moment as both the company and the government of the ROK grapple with issues of systemic self-interest, erosion of accountability, and abuses of power that threaten the integrity and identity of each.

Under the leadership of Samsung heir Lee Jae-yong, the company is working to refurbish its image. But these efforts are mired in ongoing legal setbacks and new allegations. “Samsung can’t continue in the way that they have in the past. It’s a different era. Now, people demand more transparency, more fairness, more justice,” Dr. Shin emphasizes. As a predominant force for shaping business, politics, and identity in South Korean, this counsel to Samsung may prove a litmus test for the wellbeing of the Republic of Korea’s future as a whole.

Listen above to hear more of Dr. Shin’s insights and learn the rest of the story.