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This paper analyzes the causes, responses, and consequences of the Fukushima nuclear power plant accident (March 2011) by comparing these with Three Mile Island (March 1979) and Chernobyl (April 1986). We identify three generic modes of organizational coordination: modular, vertical, and horizontal. By relying on comparative institutional analysis, we compare the modes' performance characteristics in terms of short-term and long-term coordination, preparedness for shocks, and responsiveness to shocks. We derive general lessons, including the identification of three shortcomings of integrated Japanese electric utilities: (1) decision instability that can lead to system failure after a large shock, (2) poor incentives to innovate, and (3) the lack of defense-in-depth strategies for accidents. Our suggested policy response is to introduce an independent Nuclear Safety Commission, and an Independent System Operator to coordinate buyers and sellers on publicly owned transmission grids. Without an independent safety regulator, or a very well established “safety culture,” profit-maximizing behavior by an entrenched electricity monopoly will not necessarily lead to a social optimum with regard to nuclear power plant safety. All countries considering continued operation or expansion of their nuclear power industries must strive to establish independent, competent, and respected safety regulators, or prepare for nuclear power plant accidents.

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Masahiko Aoki
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Will China’s new leadership push through new financial reforms? The private sector is growing rapidly but private firms complain about their inability to get loans.  Reforms undertaken over the past 20 years have brought change, but much remains to be done. There are now many non-governmental banks and financial institutions operating in China, including foreign firms. But how effectively can they operate?   How open is China’s financial system to the non-governmental banks and to foreign participation? Are the challenges different for foreign firms?  How might foreign firms best cooperate with local firms as Chinese firms increasingly globalize?  Two bankers, James Chen, head of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China, and Carl Walter, recently retired Managing Director, JPMorgan Chase, China, will assess the changes in China’s financial realm. 

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James (Mingjian) Chen is the chairman of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China. He is also an adviser of the Beijing Olympics organization. Chen is a member of the liaison committee in the China National Democratic Construction Association, the chairman of the M&A Elite Club, as well as a member of the Fuping Foundation for poverty alleviation. He also serves as the chief editor of the China M&A Review, and has published Winning the Deal and M&A Revolution.

Chen graduated from Tsinghua University’s Department of Economics and Management in 1993. After graduation, he worked as a trader at China Great Wall Financial Company for several years. He then established Tsinghua Unisplendour and Hollyhigh Investment Company, in 1997 and in 1998 respectively. In addition to his work at Hollyhigh, Chen is actively engaged in M&A projects for international corporations, such as Lafarge, Shell, SK, and Scottish & Newcastle.

Chen’s deal between Teda and the Meilun Group was used as the first M&A case study at Tsinghua University. He has lectured at many renowned institutions, including Harvard University and the Economist Intelligence Unit.

Carl E. Walter worked in China and its financial sector for the past 20 years and actively participated in many of the country’s financial reform efforts. While at Credit Suisse First Boston he played a major role in China’s groundbreaking first overseas IPO in 1992, as well as the first primary listing of a state-owned enterprise on the New York Stock Exchange in 1994. He was a member of senior management at China International Capital Corporation, China’s first and most successful joint venture investment bank where he supported a number of significant domestic and international stock and bond underwritings for major Chinese corporations. More recently at JPMorgan he was China chief operating officer and chief executive officer of its banking subsidiary. During this time Walter helped build a pioneering domestic security, risk and currency trading operation.

A long time resident of Beijing before his recent return to the United States, Walter is fluent in Mandarin and holds a PhD from Stanford University and a graduate certificate from Peking University. He is the co-author of Red Capitalism: The Fragile Financial Foundations of China’s Extraordinary Rise as well as Privatizing China: Inside China’s Stock Markets.

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Walter H. Shorenstein
Asia-Pacific Research Center
Encina Hall, Room E301
616 Serra St.
Stanford, CA 94305-6055

(650) 798-9129 (650) 723-6530
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Visiting Scholar
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James (Mingjian) Chen is the chairman of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China. He is also an adviser of the Beijing Olympics organization. Chen is a member of the liaison committee in the China National Democratic Construction Association, the chairman of the M&A Elite Club, as well as a member of the Fuping Foundation for poverty alleviation. He also serves as the chief editor of the China M&A Review, and has published Winning the Deal and M&A Revolution.

Chen graduated from Tsinghua University’s Department of Economics and Management in 1993. After graduation, he worked as a trader at China Great Wall Financial Company for several years. He then established Tsinghua Unisplendour and Hollyhigh Investment Company, in 1997 and in 1998 respectively. In addition to his work at Hollyhigh, Chen is actively engaged in M&A projects for international corporations, such as Lafarge, Shell, SK, and Scottish & Newcastle.

Chen’s deal between Teda and the Meilun Group was used as the first M&A case study at Tsinghua University. He has lectured at many renowned institutions, including Harvard University and the Economist Intelligence Unit.

James Chen Chairman Speaker Hollyhigh International Capital
Shorenstein APARC Encina Hall Stanford University
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Visiting Scholar at APARC, 2021-2022
Visiting Scholar at APARC, 2012-2013
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Carl Walter joined the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) as visiting scholar with the China Program for the 2021-2022 academic year. Prior to coming to APARC, he served as independent, non-executive Director at the China Construction Bank. He was also previously a visiting scholar with APARC during the winter and spring terms of the 2012–13 academic year after a career in banking spent largely in China. 

His research interests focus on China's financial system and its impact on financial and political organizations. During his time at Shorenstein APARC Walter will continue his book project on how fiscal reforms in China have impacted the banking system, the overall economy and the prospect for financial reform going forward.

Walter has contributed articles to publications including Caijing, the Wall Street Journal and the China Quarterly. He is also the co-author of Red Capitalism: The Fragile Financial Foundations of China's Extraordinary Rise (2012) and Privatizing China: Inside China's Stock Markets (2005).

Walter lived and worked in Beijing from 1991 to 2011, first as an investment banker involved in the earliest SOE restructurings and overseas public listings, then as chief operation officer of China's first joint venture investment bank, China International Capital Corporation. Over the last ten years he was JPMorgan's China chief operating officer as well as chief executive officer of its China banking subsidiary.

Walter holds a PhD in political science from Stanford University, a certificate of advanced study from Peking University and a BA in Russian Studies from Princeton University.

Carl Walter Former CEO Speaker JPMorgan Chase Bank China Co Ltd.
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An army officer turned social entrepreneur, Vivek Garg will share his transition from combat to economic development work and present three case studies on how he used economic tools to foster peace among hostile communities in conflict affected regions of Kashmir and Northeast India.

Vivek Garg is Founder and CEO of a social venture called BAPAR (Business Alternatives for Peace, Action and Reconstruction), which focuses on impact entrepreneur incubation and early stage investment for the economic reconstruction of conflict affected regions of India. Prior to BAPAR, Garg served as an infantry officer with the Indian Army for over 10 years, wherein he led combat operations in Kashmir and Siachen Glacier. He coordinated operations and deployment of a division size force of 10,000 troops and managed a development aid budget of US$ 2.5M in insurgency infested, tribal regions bordering China and Myanmar. Garg is currently pursuing a degree with the Sloan Master’s Program at the Stanford Graduate School of Business.

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Vivek Garg Fellow, Sloan Master's Program, Graduate School of Business Speaker Stanford University
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Former Henri H. and Tomoye Takahashi Senior Fellow in Japanese Studies at the Freeman Spogli Institute for International Studies
Former Professor, by courtesy, of Finance at the Graduate School of Business
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Takeo Hoshi was Henri and Tomoye Takahashi Senior Fellow at the Freeman Spogli Institute for International Studies (FSI), Professor of Finance (by courtesy) at the Graduate School of Business, and Director of the Japan Program at the Shorenstein Asia-Pacific Research Center (APARC), all at Stanford University. He served in these roles until August 2019.

Before he joined Stanford in 2012, he was Pacific Economic Cooperation Professor in International Economic Relations at the Graduate School of International Relations and Pacific Studies (IR/PS) at University of California, San Diego (UCSD), where he conducted research and taught since 1988.

Hoshi is also Visiting Scholar at Federal Reserve Bank of San Francisco, Research Associate at the National Bureau of Economic Research (NBER) and at the Tokyo Center for Economic Research (TCER), and Senior Fellow at the Asian Bureau of Finance and Economic Research (ABFER). His main research interest includes corporate finance, banking, monetary policy and the Japanese economy.

He received 2015 Japanese Bankers Academic Research Promotion Foundation Award, 2011 Reischauer International Education Award of Japan Society of San Diego and Tijuana, 2006 Enjoji Jiro Memorial Prize of Nihon Keizai Shimbun-sha, and 2005 Japan Economic Association-Nakahara Prize.  His book titled Corporate Financing and Governance in Japan: The Road to the Future (MIT Press, 2001) co-authored with Anil Kashyap (Booth School of Business, University of Chicago) received the Nikkei Award for the Best Economics Books in 2002.  Other publications include “Will the U.S. and Europe Avoid a Lost Decade?  Lessons from Japan’s Post Crisis Experience” (Joint with Anil K Kashyap), IMF Economic Review, 2015, “Japan’s Financial Regulatory Responses to the Global Financial Crisis” (Joint with Kimie Harada, Masami Imai, Satoshi Koibuchi, and Ayako Yasuda), Journal of Financial Economic Policy, 2015, “Defying Gravity: Can Japanese sovereign debt continue to increase without a crisis?” (Joint with Takatoshi Ito) Economic Policy, 2014, “Will the U.S. Bank Recapitalization Succeed? Eight Lessons from Japan” (with Anil Kashyap), Journal of Financial Economics, 2010, and “Zombie Lending and Depressed Restructuring in Japan” (Joint with Ricardo Caballero and Anil Kashyap), American Economic Review, December 2008.

Hoshi received his B.A. in Social Sciences from the University of Tokyo in 1983, and a Ph.D. in Economics from the Massachusetts Institute of Technology in 1988.

Former Director of the Japan Program at the Shorenstein Asia-Pacific Research Center
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Myanmar has made tremendous strides in its political and economic reform efforts since Thein Sein assumed the presidency in March 2011. But how stable is the country today, and how much has democracy taken root?

Donald K. Emmerson, director of the Southeast Asia Forum, recently discussed Myanmar’s path to democracy within the context of the country’s history, the current unrest in Rakhine State, and looking ahead to 2014 when Myanmar chairs the Association of Southeast Asian Nations and prepares for its next presidential election.

How committed is Myanmar’s current leadership to democratization?

We should understand that rather than a transformation to a true liberal democracy we are seeing political and economic reform, and also that there is a lot going on below the surface of the government that we cannot see.

President Thein Sein does appear genuinely committed to reform. During a meeting in August 2011, he and Aung San Suu Kyi worked out the plan in which she would run for election. That plan was critical for the reforms that have happened since, even if Aung San Suu Kyi and the National League for Democracy have no real legislative power.

At the end of the day, Myanmar’s critical institution is still the Tatmadaw, the military. The constitution grants the military a quarter of the seats in parliament and the right to nominate the most important of the country’s two vice presidents. In July, when the first vice president, long known as a hard-liner, stepped down due to “health reasons,” the president replaced him with an ostensibly more moderate vice admiral. In making this transfer, Thein Sein may have wanted to ensure a smooth continuation of the reforms.

Although public figures in Myanmar are politically diverse, nearly everyone now claims to be a “reformer" (considered good) as opposed to a “spoiler." This even applies to individuals from more conservative military backgrounds who may have taken part in past repression. If the country’s stability comes under serious threat, such men could revert to harder-line views.

Ultimately, apart from the balance of forces between reformers and spoilers inside the military, national stability is and will remain a key requisite to further liberalization and the consolidation of democracy.

How stable is Myanmar at present?

It depends on where you are. If you are in Naypyidaw, the capital, or in Yangon, caught up in the influx of investors, fortune-seekers, and diplomats, things probably look pretty good—opportunistic and venal, but dynamic and potentially beneficial. However, if you are in the restive north or in clash-ridden Rakhine State, which borders Bangladesh, then things probably look really bad.

Myanmar's many ethnic minorities tend to live on the periphery of the country. These border areas have been marked by endemic unrest and violence for a very long time. The latest flare-up in Rakhine is particularly unfortunate because it implicates a group that is identified both by ethnicity and by religion: the Rohingya. They are Muslims, and they have long been subject to discrimination at the hands of the Burman-Buddhist majority. According to some estimates, as many as 200,000 Rohingya have fled across the border to escape the latest violence. The government in majority-Muslim Bangladesh, unwilling to alienate Nyapyidaw by appearing to harbor the refugees, has begun to push some of them back into Myanmar.

Assuming that Bangladesh does not champion the Rohingyas’ cause, the violence in Rakhine State is unlikely to disrupt Myanmar’s stability on a national scale. But it will reinforce the “need” of spoilers in the Tatmadaw to enlarge the military’s presence and its budget to prevent the clashes from getting further out of hand. And that could strengthen the nationalist legitimacy of the military and its rationale for retaining a political role.

How could reform change Myanmar, and what are some potential challenges to that process?

The urgent priority for Thein Sein is performance. It is vital that he be able to point to the positive results of reform. In aid, investment, and trade, Western countries, China, India, and other outside powers can facilitate meaningful economic growth, or be seen as abetting cronyism and corruption. If the reforms foster a high-performing economy in which incomes start to go up and a middle class begins to form, one can be more optimistic about the future. But if official repression of the Rohyingya intensifies, if other ethnic-minority grievances are reignited, if fighting spreads, and the Tatmadaw regains its former clout, disillusioned Westerners will be less willing to work with a regime they no longer trust.

As we move toward 2015, the stakes for reform are rising. Myanmar is scheduled to hold elections in that year. Thein Sein will be 75 years old, and so will Aung San Suu Kyi. He has said that he will not run, although he could change his mind. She is constitutionally barred from running, and her party is not currently strong enough to push through an amendment. What if neither one is available to run? Who will continue the process of reform, if it is still under way?

If 2015 bears watching, so does 2014. For the length the latter year, Myanmar will chair the Association of Southeast Asian Nations (ASEAN). The authorities in Naypyidaw will host all of ASEAN's major meetings in 2014. Some of these gatherings will involve the United States and other countries at ministerial and head-of-state levels. In 2015 ASEAN will inaugurate a first-ever, Southeast Asia-wide ASEAN Community encompassing economic, political-security, and socio-cultural cooperation. In 2014 Myanmar will oversee the Community’s final preparation. If in the meantime an intra-military coup occurs and the winner cracks down, the leaders of democratic countries will think twice before agreeing to lend legitimacy to such a regime by attending its events.

Despite these uncertainties, there is a real chance that reforms will take root. Myanmar is not likely to become a fully stable and liberal democracy, at least not soon, but it could, with skill, help, and luck, become a “good enough” democracy of sorts.

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Aung San Suu Kyi, chairperson of Myanmar's National League for Democracy, speaks at the World Economic Forum in June 2011. Myanmar has made tremendous strides in its political and economic reform efforts since last year. | World Economic Forum/ Sikarin Thanachaiary
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The lost decades for China in the 1950s, 1960s and 1970s look remarkably like the lost decades of Africa in the 1980s and 1990s. Poor land rights, weak incentives, incomplete markets and inappropriate investment portfolios. However, China burst out of its stagnation in the 1980s and has enjoyed three decades of remarkable growth. In this talk Rozelle examines the record of the development of China’s food economy and identifies the policies that helped generate the growth and transformation of agriculture. Incentives, markets and strategic investments by the state were key. Equally important, however, is what the state did not do. Policies that worked and those that failed (or those that were ignored) are addressed. Most importantly, Rozelle tries to take an objective, nuanced look at the lessons that might be learned and those that are not relevant for Africa. Many parts of Africa have experienced positive growth during the past decade. Rozelle examines if there are any lessons that might be helpful in turning ten positive years into several more decades of transformation.

Scott Rozelle (main speaker). Scott Rozelle is the Helen F. Farnsworth Senior Fellow and the co-director of the Rural Education Action Program in the Freeman Spogli Institute for International Studies at Stanford University. His research focuses almost exclusively on China and is concerned with: agricultural policy, including the supply, demand, and trade in agricultural projects; the emergence and evolution of markets and other economic institutions in the transition process and their implications for equity and efficiency; and the economics of poverty and inequality, with an emphasis on rural education, health and nutrition.

Alain de Janvry (commentator). Alain de Janvry is an economist working on international economic development, with expertise principally in Latin America, Sub-Saharan Africa, the Middle-East, and the Indian subcontinent. Fields of work include poverty analysis, rural development, quantitative analysis of development policies, impact analysis of social programs, technological innovations in agriculture, and the management of common property resources. He has worked with many international development agencies, including FAO, IFAD, the World Bank, UNDP, ILO, the CGIAR, and the Inter-American Development Bank as well as foundations such as Ford, Rockefeller and Kellogg. His main objective in teaching, research, and work with development agencies is the promotion of human welfare, including understanding the determinants of poverty and analyzing successful approach to improve well-being and promote sustainability in resource use.

Bechtel Conference Center

Encina Hall East, E404
Stanford, CA 94305-6055

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Helen F. Farnsworth Endowed Professorship
Senior Fellow at the Freeman Spogli Institute for International Studies
Senior Fellow at the Stanford Institute for Economic Policy Research
Director of the Rural Education Action Program, Stanford Center on China's Economy and Institutions
Faculty Affiliate at the Stanford Center on China's Economy and Institutions
scott_rozelle_new_headshot.jpeg PhD

Scott Rozelle is the Helen F. Farnsworth Senior Fellow at the Freeman Spogli Institute for International Studies and Stanford Institute for Economic Policy Research at Stanford University. He received his BS from the University of California, Berkeley, and his MS and PhD from Cornell University. Previously, Rozelle was a professor at the University of California, Davis and an assistant professor in Stanford’s Food Research Institute and department of economics. He currently is a member of several organizations, including the American Economics Association, the International Association for Agricultural Economists, and the Association for Asian Studies. Rozelle also serves on the editorial boards of Economic Development and Cultural Change, Agricultural Economics, the Australian Journal of Agricultural and Resource Economics, and the China Economic Review.

His research focuses almost exclusively on China and is concerned with: agricultural policy, including the supply, demand, and trade in agricultural projects; the emergence and evolution of markets and other economic institutions in the transition process and their implications for equity and efficiency; and the economics of poverty and inequality, with an emphasis on rural education, health and nutrition.

Rozelle's papers have been published in top academic journals, including Science, Nature, American Economic Review, and the Journal of Economic Literature. His book, Invisible China: How the Urban-Rural Divide Threatens China’s Rise, was published in 2020 by The University of Chicago Press. He is fluent in Chinese and has established a research program in which he has close working ties with several Chinese collaborators and policymakers. For the past 20 years, Rozelle has been the chair of the International Advisory Board of the Center for Chinese Agricultural Policy; a co-director of the University of California's Agricultural Issues Center; and a member of Stanford's Walter H. Shorenstein Asia-Pacific Research Center and the Center on Food Security and the Environment.

In recognition of his outstanding achievements, Rozelle has received numerous honors and awards, including the Friendship Award in 2008, the highest award given to a non-Chinese by the Premier; and the National Science and Technology Collaboration Award in 2009 for scientific achievement in collaborative research.

Faculty affiliate at the Center on Democracy, Development, and the Rule of Law
Faculty Affiliate at the Walter H. Shorenstein Asia-Pacific Research Center
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Alain de Janvry Professor of Agricultural and Resource Economics, Goldman School of Public Policy, UC-Berkeley Speaker
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Walter H. Shorenstein
Asia-Pacific Research Center
Encina Hall, Room E301
616 Serra St.
Stanford, CA 94305-6055

(650) 798-9129 (650) 723-6530
0
Visiting Scholar
James_Chen_3x4.jpg

James (Mingjian) Chen is the chairman of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China. He is also an adviser of the Beijing Olympics organization. Chen is a member of the liaison committee in the China National Democratic Construction Association, the chairman of the M&A Elite Club, as well as a member of the Fuping Foundation for poverty alleviation. He also serves as the chief editor of the China M&A Review, and has published Winning the Deal and M&A Revolution.

Chen graduated from Tsinghua University’s Department of Economics and Management in 1993. After graduation, he worked as a trader at China Great Wall Financial Company for several years. He then established Tsinghua Unisplendour and Hollyhigh Investment Company, in 1997 and in 1998 respectively. In addition to his work at Hollyhigh, Chen is actively engaged in M&A projects for international corporations, such as Lafarge, Shell, SK, and Scottish & Newcastle.

Chen’s deal between Teda and the Meilun Group was used as the first M&A case study at Tsinghua University. He has lectured at many renowned institutions, including Harvard University and the Economist Intelligence Unit.

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May 2013 marks the thirtieth anniversary of the Walter H. Shorenstein Asia-Pacific Research Center. Over the three decades of the Center’s existence, immense change has taken place in the Asia-Pacific.

The early 1980s were a time for tremendous, transformative ripples of social, political, and economic change in many Asian countries; many of those changes set in motion trends, institutions, and events that are prominent aspects of the Asian landscape today.

In Northeast Asia, China embraced market reforms and opened its doors to foreign investment and trade, setting the stage for its role as a contemporary global leader. Japan experienced the peak of its post-war boom, consolidating its role as a pioneer in technology and manufacturing. South Korea underwent a dramatic transformation that, paired with its rapid economic growth, created a regional powerhouse. Southeast Asia emerged from the shadow of war to become a region of economic tigers and emerging powers.

At Stanford, the Northeast Asia-United States Forum on International Policy and the Center for International Security and Arms Control (CISAC) were established in May 1983 as independent, but complementary, entities. The Northeast Asia-United States Forum later grew into the Asia/Pacific Research Center and, in 2005, was endowed as the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC). The two centers still closely collaborate on research and events. In the ensuing three decades, Shorenstein APARC expanded its reach beyond core expertise on Northeast Asia to the fast-developing region of Southeast Asia and to South Asia, which has emerged as a new center of power in the Asia-Pacific. The Center has focused increasingly on the crosscurrents of growing economic, cultural, and institutional integration in the region alongside a troubling rise of tensions driven by intensifying nationalism.

Today, Shorenstein APARC boasts five vibrant programs focusing on contemporary Asia and engaged in policy-oriented research, training, and publishing: the Asia Health Policy Program, Japan Studies Program, Korean Studies Program, Southeast Asia Forum, and the Stanford China Program. It also takes great pride in its unique Corporate Affiliates Program, whose alumni roster of over 300 Asian business, government, and media professionals continues to expand. Rounding out Shorenstein APARC’s Asia expertise, its South Asia Initiative has produced many important publications and events for over a decade.

On May 2, 2013, Shorenstein APARC will celebrate its anniversary with a special public symposium exploring Asia’s transformation over the past three decades, developments in U.S.-Asia relations, and the trajectory of Shorenstein APARC’s own history. You are invited to join us in marking this historic occasion.

Panel 1: Asia's Rise

Panel 2: Shorenstein APARC's History

 Panel 3: Developments in U.S.-Asia Relations

Bechtel Conference Center

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Bin Wang is a corporate affiliate visiting fellow at the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) for 2012-13. 

 From 1993 to 98, Wang worked for the Ministry of Electronic Industry of China (MEI).  At MEI, he was in charge of managing the Electronic Industry Development Fund, which invested in companies engaged in information technology in China.  He also participated in the research and formulation of industrial policy.  In 1999, Wang set up a high-tech company and served as its CEO.  The company specialized in developing embedded software and finally became the only provider of mobile payment solutions for China UnionPay.  This company was acquired in 2010 as a price of $47.5 million USD and generated over 100x returns for the initial investors.  Wang joined Infotech Ventures, a leading venture investment company in China, as a venture partner in 2010.  His current responsibilities include identifying potential investment projects in the IT industry and doing research in venture investment and entrepreneurship.  Wang received his bachelor's degree in management engineering from the University of Electronic Science and Technology and his master's degree in public administration from Sichuan University. 

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Corporate Affiliate Visiting Fellow
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Masashi Suzuki is a corporate affiliate visiting fellow at the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) for 2012–13.  Suzuki has over 11 years of experience in the information technology arena at Sumitomo Corporation, one of the major trading and investment conglomerates in Japan, and its subsidiaries.  His experience in the IT industry includes system development, project management, sales, business development and strategy planning. While at Stanford, Suzuki is researching the difference in the profitability and structure of IT businesses between the United States and Japan.  Suzuki is interested in applying his knowledge gained here to his work and overall helping to revive the economy in Japan.  Suzuki graduated from Chuo University with a degree in business administration.

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