Governance

FSI's research on the origins, character and consequences of government institutions spans continents and academic disciplines. The institute’s senior fellows and their colleagues across Stanford examine the principles of public administration and implementation. Their work focuses on how maternal health care is delivered in rural China, how public action can create wealth and eliminate poverty, and why U.S. immigration reform keeps stalling. 

FSI’s work includes comparative studies of how institutions help resolve policy and societal issues. Scholars aim to clearly define and make sense of the rule of law, examining how it is invoked and applied around the world. 

FSI researchers also investigate government services – trying to understand and measure how they work, whom they serve and how good they are. They assess energy services aimed at helping the poorest people around the world and explore public opinion on torture policies. The Children in Crisis project addresses how child health interventions interact with political reform. Specific research on governance, organizations and security capitalizes on FSI's longstanding interests and looks at how governance and organizational issues affect a nation’s ability to address security and international cooperation.

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On May 24, Shorenstein APARC hosted the final three research presentations by this year’s Corporate Affiliate Visiting Fellows. What had been months in preparation was at last over; any indications of nervousness or anxiety now gave way to jubilant smiles and celebratory thumbs-ups for cameras. The journey that began for many nearly a year ago had come to a successful end.

Established in 1982, the Corporate Affiliates Program introduces personnel of Asian organizations that have become APARC corporate affiliates to American life and institutions. Over the span of a year, Corporate Affiliate Visiting Fellows have the opportunity to immerse in daily interaction with specialists, students, and scholars from Stanford and abroad. In turn, the practical experience and international perspectives that Visiting Fellows bring with them enrich and inform intellectual exchange at both Shorenstein APARC and Stanford at large. 

The 2017-2018 Visiting Fellows came to APARC from 14 different organizations including government agencies, state-owned enterprises, and private sector industry corporations from four countries: China, India, Japan, and Korea.

 

Academic Engagement

Group Photo 2The Corporate Affiliates Program is ideal for mid-career professionals looking to expand their knowledge and international experience. Visiting Fellows participate in a structured, yet individualized year of academic exploration. Elements of the program include creating individual research projects, auditing classes, attending exclusive seminars, and visiting local companies and institutions.

Following summer intensives and orientation, Visiting Fellows embark on their nine-month research projects under the guidance of an APARC faculty advisor. Fellows are matched with an advisor based on the research project subject and/or their professional background and region of employment.

“The best thing about this program is that I have one entire year to focus and to manage my own time,” observed a previous Visiting Fellow.

The months of thorough research culminate in a paper and its public presentation. Fellows present their research findings before an audience of APARC faculty and researchers, Stanford community members, and their “fellow Fellows.” Over the course of five days in May, audiences heard presentations on a wide variety of subjects ranging from the impact of U.S. Supreme Court decisions on the AI Industry to regulatory requirements for bio-similar products, and from the role of large industries in Urban Air Transport to the benefits of shifting a government’s focus from economic growth to people’s happiness.

Presentations were well received by APARC faculty, though not before standing up to the rigorous follow-up questions from a highly engaged audience.

 

University Enrichment

For Corporate Affiliates, the year was not exclusively about their research. Fellows found ample opportunities to take advantage of non-academic pursuits, both on-campus and in the greater Bay Area.

Group Photo 3One way to further encourage exploration was a team-based activity designed by the program. Fellows were broken up into groups of five, each tasked with coordinating an excursion to take the rest on. Facilitated trips included a hike to Stanford’s famous radio telescope (“the Dish”), an exploration of the Berkeley neighborhood and its local industries, and a visit to NASA’s Ames Research Center at Moffett Field.

Stanford Jazz OrchestraIn addition to their professional experiences, Fellows also enriched the Center and university community through their personal pursuits. Takahito Inoshita, for example, brought his musical talent to Stanford along with an extensive experience in engineering. While researching how cities could identify policy needs via natural language data, he also performed with the Stanford Jazz Orchestra as lead trombonist at a November performance at Stanford’s Bing Concert Hall.

Next year’s Visiting Fellows are scheduled to begin arriving in mid-June, and include personnel from government, SOEs and private industries, but also the military and non-profit sector as well. For now, however, the Center is still saying goodbye to the 2017-2018 Fellows as they leave to join a distinguished, ever-growing alumni network of government and private sector professionals throughout Asia.

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"Containing Iran’s belligerent actions abroad should be a high priority for the Trump administration, as well as engaging in arms control to limit Iran’s ballistic missile program and supporting ideas of democracy and human rights," writes Michael McFaul and Abbas Milani in The Washington Post. Read the full article here.

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Amy Zegart
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In a world complicated by terrorism, cyber threats and political instability, the private sector has to prepare for the unexpected. Amy Zegart, CISAC co-director, the Hoover Institution’s Davies Family Senior Fellow, and co-author (along with Condoleezza Rice) of Political Risk: How Businesses And Organizations Can Anticipate Global Insecurity, explains lessons learned in keeping cargo planes moving, hotel guests protected – and possibly coffee customers better served.  

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TITLE:  The China Wide Web:  The information Dilemma and the Domestsication of  Cyberspace

 

Qitong Tom Cao
Major:  Political Science; Computer Science (minor); MS&E (Computational Social Science) (coterm)

 

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In order to preempt severe public discontent, an authoritarian government needs its citizens to convey their true political attitudes. But it does not want their attitudes to be communicated among themselves, which may trigger protests or even subversion in case widespread dissatisfaction exists and becomes citizens common knowledge. This information dilemma thus poses a fundamental threat to the stability and governance of all authoritarian regimes. This thesis, however, argues that the Chinese government is resolving the information dilemma through an innovative approach  by domesticating its internet. On this domestic cyberspace, social media companies delete unfavorable content and report user data to the regime, which can be analyzed to reveal citizens true political attitudes. As such, the government manages both to restrict communication of discontent and to gain knowledge of the political inclination of the public. I will demonstrate formally that this domestic cyberspace presents an optimal solution for authoritarian regimes, and that the Chinese government could attract the bulk of their internet users to the domestic cyberspace despite its inability to fully block access to foreign websites. Finally, I will show empirically that domestic social media also helps increase propaganda efficacy, which reduces perceived level of discontent and further consolidates regime stability. Together, this strategy may potentially afford the regime an information advantage enormous enough to secure its stability without fear of overthrow.

 

TITLE:  Whose California?  Power, Property Rights, and the Legacy of the 1851 California Land Act

 

Marin Callaway
Major: International Relations; Spanish (minor)
 

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In 1848, the Treaty of Guadalupe Hidalgo ended the Mexican-American War and ceded over half of Mexico's territory to the United States. But, the valuable new lands gained by the United States were not empty. With the changing border, the country gained a sizable Mexican and Native American population. The Treaty of Guadalupe Hidalgo guaranteed the protection of property rights and civil rights of Mexican nationals living on the newly acquired lands. But, in California, the much-delayed California Land Act of 1851 put the burden of proof on Mexican landowners to receive a formal U.S. patent to their land. Landowners, who had received private land grants or ranchos from the Mexican government, underwent lengthy litigation. This thesis evaluates the Land Act's impact on Mexican land ownership, measures the extent to which original grantees were able to retain their lands, and describes the contentious evolution of land and power in California in the nineteenth century. In an effort to add empirical evidence to the historical literature, I find that 58% of patented ranchos remained in the name of the original grantees by the patent date with greater retention in Southern California than Northern California. However, the finding that less than 20% of ranchos in Los Angeles County were owned even in part by original grantees by 1888 reveals that land loss became even more pronounced after patents were issued. The findings of this thesis both support and contradict traditional claims about the fate of Mexican land grant ownership in California throughout the nineteenth century. By determining what the rates of land grant retention were for original grantees throughout California and in individual counties, it is possible to better understand the legacy of the Land Act and how it interacted simultaneously with other social, economic, and political phenomena to ultimately result in significant loss of Mexican land ownership in the state. This thesis treats nineteenth century California as a case study of minority rights in annexed land. It ultimately argues that Mexicans and Mexican-Americans suffered most under a lack of rule of law and uncertainly surrounding property rights and citizenship. The California Land Act of 1851 upheld property rights but was too little too late for a group that was by 1851 the minority in the state.
 

 

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From New York Times bestselling author and former U.S. secretary of state Condoleezza Rice and Stanford University professor Amy B. Zegart comes an examination of the rapidly evolving state of political risk, and how to navigate it.
The world is changing fast. Political risk-the probability that a political action could significantly impact a company's business-is affecting more businesses in more ways than ever before. A generation ago, political risk mostly involved a handful of industries dealing with governments in a few frontier markets. Today, political risk stems from a widening array of actors, including Twitter users, local officials, activists, terrorists, hackers, and more. The very institutions and laws that were supposed to reduce business uncertainty and risk are often having the opposite effect. In today's globalized world, there are no "safe" bets.


POLITICAL RISK investigates and analyzes this evolving landscape, what businesses can do to navigate it, and what all of us can learn about how to better understand and grapple with these rapidly changing global political dynamics. Drawing on lessons from the successes and failures of companies across multiple industries as well as examples from aircraft carrier operations, NASA missions, and other unusual places, POLITICAL RISK offers a first-of-its-kind framework that can be deployed in any organization, from startups to Fortune 500 companies.

Organizations that take a serious, systematic approach to political risk management are likely to be surprised less often and recover better. Companies that don't get these basics right are more likely to get blindsided.
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