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When Norwegian and U.S. scientists launched the Black Brant XII sounding rocket from a small island off Norway's northwest coast on January 25, 1995, they intended for it to harmlessly collect scientific data about the Northern Lights. But when Russia's early warning system radars detected the rocket, they generated an alarm that entered the nuclear forces command and control system and reached the highest levels of government. An accidental nuclear war was never a possibility--by the time the alarm reached Russian President Boris Yeltsin, the rocket had been properly identified--but the incident clearly demonstrated the dangers of a launch-on-warning posture.

A Cold War hangover, launch-on-warning was designed to provide additional protection to nuclear forces by ensuring that a retaliatory attack could be initiated before a first strike obliterated its targets. Implementing launch-on-warning required substantial investment into a network of early warning radars and satellites--plus a command and control system that would allow missiles to be on constant "hair-trigger alert." Its cost proved high enough that only two nuclear powers--the United States and Soviet Union--established a launch-on-warning capability. Nearly 15 years after the Soviet Union's collapse, neither the United States nor Russia have abandoned it.

Numerous proposals have tried to address launch-on-warning concerns. Most point to the Black Brant XII incident as evidence that the precipitous decline of the Russian early warning and command and control systems is the main problem. The argument is simple: If the early warning system was unreliable a decade ago when it was in relatively good shape, imagine how bad the situation is today, after years of decline. Accordingly, many believe the remedy lies in helping Russia compensate for the disrepair, either by creating arrangements that would allow Russia and the United States to share their early warning data, or by providing direct assistance to Russia that would allow it to upgrade its system. These proposals are misguided. Repairing the Russian early warning system would actually increase the danger of an accidental launch.

The reason for this is that the role of the Russian early warning system today is marginal at best. Even in its prime, the system could not provide the data necessary for a launch-on-warning strike. The radar network has always had serious gaps in coverage and the space-based segment of the system was not designed to detect sea-launched missiles. In addition to this, a series of problems plagued the system during its development and early deployment stages. As a result, the Soviet military learned to regard the alarms it generated with suspicion.

The system's deterioration has only added to doubts about its ability to provide a reliable warning. The breakup of the Soviet Union left most of the radars outside Russian territory. At present, Russia operates only three early warning satellites, while minimally reliable coverage of U.S. territory requires at least five. No second-generation satellites, which would expand coverage to the oceans, are operational today. This leaves Russia with an early warning system it can't really trust.

The lack of trust is exactly the reason why the decline of the system is much less dangerous that it may seem. The continued disrepair erodes confidence in the system's performance further and makes it much less likely that an alarm (whether real or false) would be acted upon. Attempts to repair or upgrade the system, on the other hand, would only increase the danger of miscalculation, since such actions would introduce new elements into an already complex system and boost confidence in its performance.

By the same logic, the United States should not be complacent about its early warning system simply because it is thought to be more robust and reliable than its Russian counterpart. High confidence in the U.S. system could make a technical malfunction--should one ever occur--an extremely dangerous event, since U.S. operators would be unlikely to question the information provided by the system.

The best way to deal with the dangers of accidental launch is to remove missiles from hair-trigger alert, for example by introducing physical barriers that would prevent a launch on warning. Technical solutions that have been suggested include removing warheads from missiles or limiting submarine patrol areas. None of these measures have been implemented, since they involve intrusive and cumbersome verification provisions that neither side is willing to accept. What these proposals don't take into account though is that the main goal of de-alerting--reducing the risk of accidental launch--does not require transparency or verification. If a missile does not have a warhead, it won't be able to leave a silo regardless of whether or not one can verify it. In this respect de-alerting is quite different from disarmament, where verification rightfully belongs.

Moreover, transparency could make de-alerting potentially dangerous. Reducing a missile's readiness for all the world to see could create instability during a crisis. If one country decides to bring its missiles back into operation, its counterpart might feel the need to do the same lest its forces remain unprepared for a launch. This might create a rush to re-alert forces, and the dangers associated with re-alerting could outweigh any de-alerting benefits. Ideally, de-alerting measures should be completely undetectable. This approach would remove missiles from the launch-on-warning equation while minimizing the instabilities associated with re-alerting.

With the verification hurdle removed, there is no reason why the United States and Russia should not make a public commitment to de-alert their strategic arsenals. They don't even need to do it together. De-alerting is beneficial even when done unilaterally. Of course, there will be plenty of questions about the value of commitments that are neither enforceable nor verifiable. But the value would be quite real--thousands of missiles would no longer be on hair-trigger alert. And the next time Norway launches a scientific sounding rocket, we can all breathe a little easier.

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We provide a simple framework relating cultural distance, genetic distance and differences in income per capita. We estimate the model empirically by regressing current income differences between pairs of countries on measures of geographical and genetic distance ("coancestor coefficients"). We find a significant effect of genetic distance on income differences, while geographical distance (i.e., geodesic distance between major cities) is negative and insignificant when genetic distance is controlled for. Differences in latitude across countries help explain income differences even when genetic distance is controlled for, which is consistent with Jared Diamond's hypothesis regarding a Eurasian advantage in development. We uncover similar patterns of coefficients for differences in human capital, institutions, population growth, and investment rates. Finally, we estimate the structural effects of differences in institutions, human capital, population growth, and investment rates on differences in income per capita using our set of geographic and genetic distances as instruments. Overall, our findings support the view that environmental and cultural barriers play an important role in the diffusion of innovations and development across countries.

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Romain Wacziarg
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Stanford University President John Hennessy launched a wide-ranging International Initiative on Thursday and announced corresponding gifts of nearly $100 million to provide resources and expertise in the quest to help solve some of the most daunting global issues of the century.

Stanford alumni Bradford Freeman and Ronald Spogli, business partners and friends for more than 25 years, have committed a lead gift of $50 million to the new initiative.

"The world's problems-international peace and security, global health, poverty-present themselves in the form of challenges that defy traditional rubrics," Hennessy said. "By unifying and strengthening our efforts in the area of international affairs, we affirm that Stanford has a special role to play in addressing these issues and providing real-world solutions."

Hennessy praised the leadership of Spogli and Freeman for jump-starting the initiative with their gift.

"Brad and Ron are true friends of the university," Hennessy said. "Their philanthropy stands for much more, however, than loyalty to their alma mater. It recognizes the magnitude of what is at stake and acknowledges the responsibility Stanford must assume to advance knowledge in the area of international affairs."

Freeman ('64) and Spogli ('70) are founding partners of the Los Angeles-based investment firm Freeman Spogli & Co. Freeman is a member of the Stanford Board of Trustees; Spogli is a member of the board of visitors of the Stanford Institute for International Studies (SIIS).

"We are very pleased to support the International Initiative and enable the Stanford Institute for International Studies to enhance its focus on key issues and challenges of our times," said Freeman and Spogli.

The lead gift will create up to 10 interdisciplinary professorships and endow the directorship of the Stanford Institute for International Studies. Together with an allocation from the Office of the President, it also will create a $3 million intellectual venture-capital fund to support innovative, interdisciplinary research and teaching in international studies at Stanford. In addition, the gift will support the work of the institute's centers and programs and stimulate collaborations between and among the institute, Stanford's seven schools and the Hoover Institution.

Key Stanford donors have contributed an additional $44 million to meet important objectives of the International Initiative:

Craig ('73) and Susan ('84) McCaw will provide critically important need-based scholarship support for international undergraduate students, which President Hennessy recently articulated as a high university priority.

An anonymous donor has pledged a gift to the Graduate School of Business (GSB) to support its Center for Global Business and the Economy and the institute. The gift will strengthen campus-wide collaborations for the initiative, particularly involving the GSB.

Susan Ford Dorsey has made a gift that will permit a substantial enhancement of the International Policy Studies master's program, to be operated jointly by SIIS and the School of Humanities and Sciences.

Longtime supporter Walter Shorenstein will endow the institute's Asia Pacific Research Center, to be named the Walter Shorenstein Asia Pacific Research Center.

"Thanks to this most generous gift from Brad Freeman and Ron Spogli as well as the contributions from several other farsighted friends of Stanford, the university stands ready to embark on a fundamentally new and very dynamic course in international research and education," said Coit D. Blacker, director of SIIS. "These gifts lay the groundwork for the transformation of international studies at Stanford. We are very excited about what Brad's and Ron's generosity will make possible at Stanford - and very grateful to them for this important vote of confidence in what we are seeking to accomplish."

Stanford's International Initiative will focus on three broad cross-cutting themes: pursuing peace and security in an insecure world; reforming and improving governance at all levels of society; and advancing human health and well being. The International Initiative follows recent multidisciplinary university initiatives in the biosciences and the environment.

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Among the different types of capital resources, venture capital as practiced in Silicon Valley is broadly acknowledged as being an important constituent of a high technology, entrepreneurial habitat. In the past two decades, policy makers from different regions have learned much from its experience.

The IT industry attributes its success partly to venture capital investments in early, risky, stages. Looking ahead, other industries will emerge in the knowledge economy. Within Taiwan and Mainland China, information related industries still dominate investment, yet in Silicon Valley emerging industries including biotechnology, medical instruments and nanotechnology have recently been attracting as much venture capital as the IT industry.

Today, venture capitalists from Silicon Valley and Taiwan are probing what they perceive as growing investment opportunities in Mainland China, On the other hand, the immaturity of its private equity market and the undeveloped state of exit mechanisms there is causing venture capitalists to hesitate to made large investments. Currently, Taiwan's venture capital faces low price-earnings ratios in its 1,400 publicly listed companies. This has contributed to a decline in VC investment. The Taiwan government expects to further liberalize the financing environment to bolster it as a regional center for domestic and international corporations.

This conference will address the influence of the system of capital on regional innovation and entrepreneurship in the United States, Taiwan, and Mainland China. The focus will be on the venture capital industry, corporate venturing and other institutions of capital related to regional industrial development.

Here are some questions to be addressed in this conference:

  • What is the pattern of venture capital investing in high-tech start-ups in the Greater China Area?
  • What are the trends in this industry?
  • How, specifically, does venture capital promote innovation and entrepreneurship?
  • What are the similarities among independent venture capital funds, corporate venture funds, angel funds, and commercial bank involvements?

Conference Organization

Conference Chairman

  • Dr. Chintay Shih, Dean of College of Technology Management, National Tsing Hua University, and Special Advisor, Industrial Technology Research Institute

Co-chairmen

  • Dr. Paul Wang, Chairman, Taiwan Venture Capital Association
  • Dr. Henry Rowen, Co-director, SPRIE
  • Dr. William Miller, Co-director, SPRIE

Executive Director

  • Dr. Sean Wang, Director General of Industrial Economics and Knowledge Center in Industrial Technology Research Institute

Conference Secretariat

  • Industrial Economics and Knowledge Center, Industrial Technology Research Institute (IEK/ITRI)

Conference Organizing Secretariat

  • ITRI: Yi-Ling Wei, Peter Lai, Frank Lin, Shu-Chen Huang
  • TVCA: Teresa Yang, Michael Chen, Riva Su
  • SPRIE: Marguerite Gong Hancock (Stanford)/Martin Kenney (UC Davis)

Auditorium, The Grand Hotel,
1 Chung Shan N. Road, Sec. 4, Taipei, Taiwan

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"Of the Pentagon's $419.3 billion budget request for next year, only about $10.5 billion--2 percent--will go toward basic research, applied research and advanced technology development," write %people1% and John M. Deutch, former secretary and assistant secretary of defense, respectively, in a New York Times op-ed. This 20 percent reduction will weaken national security in the long run, they warn, adding, "Secretary of Defense Donald Rumsfeld should reconsider this request, and if he does not, Congress should restore the cut."

Of the Pentagon's $419.3 billion budget request for next year, only about $10.5 billion - 2 percent - will go toward basic research, applied research and advanced technology development. This represents a 20 percent reduction from last year, a drastic cutback that threatens the long-term security of the nation. Secretary of Defense Donald Rumsfeld should reconsider this request, and if he does not, Congress should restore the cut.

These research and development activities, known as the "technology base" program, are a vital part of the United States defense program. For good reason: the tech base is America's investment in the future. Over the years, tech base activities have yielded advances in scientific and engineering knowledge that have given United States forces the technological superiority that is responsible in large measure for their current dominance in conventional military power.

Research into basic understanding of methods for reducing radar signatures in the 1970's, for example, gave rise to "stealth" technology. Advances in electronic sensor technology enable the vast collection of information from satellites, and past work on computer systems permits distribution of this information in near real-time to military commanders. The combination of near-real-time intelligence and precision munitions are the heart of the so-called "revolution in military affairs" that avoids large and costly systems and approaches.

These advances require years of sustained effort by university, industry and government researchers. If the Pentagon does not make the required investments today, America will not have dominant military technology tomorrow.

The technology base program has also had a major effect on American industry. Indeed, it is the primary reason that the United States leads the world today in information technology. American companies not only draw heavily on the Pentagon's work, but they have also come to depend on it. The research and development programs of many of America's major information technology companies are almost exclusively devoted to product development.

It was the investment of the Defense Advanced Research Projects Agency in a network known as ARPA-net in the 1960's and 70's, for example, that gave rise to the Internet. The JPEG file format for digital images is based on software and standards developed by the Pentagon. The global positioning satellite system, first developed for precision-guided munitions, is now used in many cellphones and has the potential to revolutionize our air traffic control system. America's ability to translate the Pentagon's technology base into commercial achievement is the envy of the world.

Of course, the administration and Congress need to make tough budget choices. But to shift money away from the technology base to pay for Iraq, other current military operations or research on large, expensive initiatives, is to give priority to the near term at the expense of the future. This is doubtful judgment, especially at a time when the nature of the threat confronting America is changing. New threats, like catastrophic terrorism and the spread of weapons of mass destruction, urgently call for new technology.

There should be no doubt that basic research will continue to make a contribution. Robotics, artificial intelligence, biotechnology, brain and cognitive sciences, nanotechnology, large-scale modeling and simulation: all these fields can have a huge impact. If properly supported, basic technology work is likely to lead to unprecedented results.

Mr. Rumsfeld has long championed the need to transform the military and exploit new technology. He has supported the technology base in the past and has urged the adoption of a more long-term view of security needs. He should, then, be willing to review and reverse the Pentagon's request for reducing its technology base. He should understand that short-term budget requirements for the armed services always tend to push out the technology base program - unless the Pentagon leadership supports it.

Perhaps the reason for this year's reduction is the mistaken belief that a one-year gap in financing does not matter, because innovation takes so long. But tech base advances occur because of stable financing. Fluctuating budgets cause wasted effort.

It is possible that Congress will restore the cuts in technology base programs and correspondingly reduce some other part of the defense budget. But Mr. Rumsfeld should not depend on Congress. It would be vastly better if the Pentagon understood the importance of the tech base effort, and acted on that understanding.

The Department of Defense's technology base programs have been an important factor in giving America the dominant military force in the world. They have also helped many American information technology companies become successful. The Pentagon should maintain its dedication to these programs, and that will require leadership from the secretary of defense - as well as support from Congress.

John Deutch, a professor of chemistry at M.I.T., was deputy secretary of defense from 1994 to 1995. William J. Perry was secretary of defense from 1994 to 1997.

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The offshoring of service provision is rapidly becoming the next stage in globalization. As in any new emerging trend, there are new business and investment opportunities emerging. However, remarkably little is known about the scope of the phenomenon and what is happening in the leading corporations and the new business models entrepreneurs are introducing.

On June 17, 2005, Stanford University's Asia-Pacific Research Center is organizing a one-day seminar partially sponsored by the Alfred P. Sloan Foundation and others on the globalization of services. The presentations will be made by international and U.S. industry leaders and entrepreneurs describing their offshore service activities and leading academic researchers studying offshoring.

The conference will (1) Compare outsourcing locally and globally, examining differences that arise from differences in skills, institutions, regulations, technologies, process and coordination requirements, (2) Take a global view of the value-chain, examining the quantity and quality of skills in service delivery, migration and process management, verticals, and the impact on ownership structures and complexity of work done. (3) Examine the roles of cross-border participants: venture capital, product developers, etc..

Speakers will include representatives of established outsourcers from India, Mexico, Pakistan, the Philippines and the U.S., established multinationals that offshore work to their own subsidiaries, startups and niche firms that do cross-border work, providers of the supporting infrastructure banks, venture capitalists, law firms, etc. Academicians from Oxford University, Stanford University, the University of California and other academic bodies will also participate.

Case studies and academic papers on outsourcing/offshoring to be presented at the conference:

  1. Trade Finance (DSL)
  2. UK HR industry (Oxford University)
  3. Software and chip design (Tensilica)
  4. Software application services (TCS)
  5. Back-office finance & accounts (Agilent)
  6. Call Center/Multiple Services Firms (TRG, PLDT, I-OneSource, IT United)
  7. HR development for US firms undertaking Indian operations (Globalex)
  8. Legal aspects of establishing Indian operations (Thakker and Thakker)
  9. Network management (GTL)
  10. Enterprise software as a service (Ketera)
  11. HR and value-addition (Stanford University/UC Davis)
  12. Applying process and technology for value-addition (Gecis)
  13. Managing inhouse work (IBM Daksh)
  14. Transitioning outsourcing from the US to India (e4e)

Bechtel Conference Center

No longer in residence.

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R_Dossani_headshot.jpg PhD

Rafiq Dossani was a senior research scholar at Stanford University's Shorenstein Asia-Pacific Research Center (Shorenstein APARC) and erstwhile director of the Stanford Center for South Asia. His research interests include South Asian security, government, higher education, technology, and business.  

Dossani’s most recent book is Knowledge Perspectives of New Product Development, co-edited with D. Assimakopoulos and E. Carayannis, published in 2011 by Springer. His earlier books include Does South Asia Exist?, published in 2010 by Shorenstein APARC; India Arriving, published in 2007 by AMACOM Books/American Management Association (reprinted in India in 2008 by McGraw-Hill, and in China in 2009 by Oriental Publishing House); Prospects for Peace in South Asia, co-edited with Henry Rowen, published in 2005 by Stanford University Press; and Telecommunications Reform in India, published in 2002 by Greenwood Press. One book is under preparation: Higher Education in the BRIC Countries, co-authored with Martin Carnoy and others, to be published in 2012.

Dossani currently chairs FOCUS USA, a non-profit organization that supports emergency relief in the developing world. Between 2004 and 2010, he was a trustee of Hidden Villa, a non-profit educational organization in the Bay Area. He also serves on the board of the Industry Studies Association, and is chair of the Industry Studies Association Annual Conference for 2010–12.

Earlier, Dossani worked for the Robert Fleming Investment Banking group, first as CEO of its India operations and later as head of its San Francisco operations. He also previously served as the chairman and CEO of a stockbroking firm on the OTCEI stock exchange in India, as the deputy editor of Business India Weekly, and as a professor of finance at Pennsylvania State University.

Dossani holds a BA in economics from St. Stephen's College, New Delhi, India; an MBA from the Indian Institute of Management, Calcutta, India; and a PhD in finance from Northwestern University.

Senior Research Scholar
Executive Director, South Asia Initiative
Rafiq Dossani Speaker
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The panelists will discuss the history and future of India-Pakistan relations, focusing on the most persistent conflict between the two neighboring countries, Kashmir. Since 1947 both countries have defied numerous international attempts at resolution and in 1998 entered its most dangerous phase when both India and Pakistan became nuclear powers.

Rafiq Dossani, senior research scholar at Shorenstein APARC, is responsible for developing and directing the South Asia Initiative. Dossani earlier worked for the Robert Fleming Investment Banking group, first as CEO of its India operations and later as head of its San Francisco operations. He has also been the Chairman and CEO of a stockbroking firm on the OTCEI exchange in India, the Deputy Editor of Business India Weekly, and a professor of finance at Pennsylvania State University. His most recent book is Telecommunications Reform in India, published in spring 2002 by Greenwood Press.

Dossani holds a B.A. in economics from St. Stephen's College, New Delhi, India; an M.B.A. from the Indian Institute of Management, Calcutta, India; and a Ph.D. in finance from Northwestern University. He is currently undertaking projects on business process outsourcing (with the support of the Sloan Foundation), innovation and entrepreneurship in information technology in India, the institutional phasing-in of power-sector reform in Andhra Pradesh, and security in the Indian subcontinent.

Henry S. Rowen, a senior fellow at the Hoover Institute, is Professor Emeritus of Public Policy and Management at Stanford University's Graduate School of Business and a member of Stanford's Asia/Pacific Research Center. He was Assistant Secretary of Defense for International Security Affairs in the U.S. Department of Defense from 1989 to 1991. He was also Chairman of the National Intelligence Council from 1981 to 1983. Rowen served as President of the RAND Corporation from 1967 to 1972 and was assistant director, U.S. Bureau of the Budget, from 1965 to 1966. He is a member of the Defense Department's Policy Board.

Rowen is an expert on international security, economic development, Asian economics and politics, as well as U.S. institutions and economic performance. His current research focuses on economic growth prospects for the developing world, political and economic change in East Asia, and the tenets of federalism.

This is the first lecture in ICC's CURRENT AFFAIRS series presented in collaboration with Asia-Pacific Research Center at Stanford University and the University of California at Berkeley.

India Community Center
555 Los Coches Street
Milpitas CA 95035

No longer in residence.

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R_Dossani_headshot.jpg PhD

Rafiq Dossani was a senior research scholar at Stanford University's Shorenstein Asia-Pacific Research Center (Shorenstein APARC) and erstwhile director of the Stanford Center for South Asia. His research interests include South Asian security, government, higher education, technology, and business.  

Dossani’s most recent book is Knowledge Perspectives of New Product Development, co-edited with D. Assimakopoulos and E. Carayannis, published in 2011 by Springer. His earlier books include Does South Asia Exist?, published in 2010 by Shorenstein APARC; India Arriving, published in 2007 by AMACOM Books/American Management Association (reprinted in India in 2008 by McGraw-Hill, and in China in 2009 by Oriental Publishing House); Prospects for Peace in South Asia, co-edited with Henry Rowen, published in 2005 by Stanford University Press; and Telecommunications Reform in India, published in 2002 by Greenwood Press. One book is under preparation: Higher Education in the BRIC Countries, co-authored with Martin Carnoy and others, to be published in 2012.

Dossani currently chairs FOCUS USA, a non-profit organization that supports emergency relief in the developing world. Between 2004 and 2010, he was a trustee of Hidden Villa, a non-profit educational organization in the Bay Area. He also serves on the board of the Industry Studies Association, and is chair of the Industry Studies Association Annual Conference for 2010–12.

Earlier, Dossani worked for the Robert Fleming Investment Banking group, first as CEO of its India operations and later as head of its San Francisco operations. He also previously served as the chairman and CEO of a stockbroking firm on the OTCEI stock exchange in India, as the deputy editor of Business India Weekly, and as a professor of finance at Pennsylvania State University.

Dossani holds a BA in economics from St. Stephen's College, New Delhi, India; an MBA from the Indian Institute of Management, Calcutta, India; and a PhD in finance from Northwestern University.

Senior Research Scholar
Executive Director, South Asia Initiative
Rafiq Dossani
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FSI Senior Fellow Emeritus and Director-Emeritus, Shorenstein APARC
H_Rowen_headshot.jpg

Henry S. Rowen was a senior fellow at the Hoover Institution, a professor of public policy and management emeritus at Stanford University's Graduate School of Business, and a senior fellow emeritus of the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC). Rowen was an expert on international security, economic development, and high tech industries in the United States and Asia. His most current research focused on the rise of Asia in high technologies.

In 2004 and 2005, Rowen served on the Presidential Commission on the Intelligence of the United States Regarding Weapons of Mass Destruction. From 2001 to 2004, he served on the Secretary of Defense Policy Advisory Board. Rowen was assistant secretary of defense for international security affairs in the U.S. Department of Defense from 1989 to 1991. He was also chairman of the National Intelligence Council from 1981 to 1983. Rowen served as president of the RAND Corporation from 1967 to 1972, and was assistant director of the U.S. Bureau of the Budget from 1965 to 1966.

Rowen most recently co-edited Greater China's Quest for Innovation (Shorenstein APARC, 2008). He also co-edited Making IT: The Rise of Asia in High Tech (Stanford University Press, 2006) and The Silicon Valley Edge: A Habitat for Innovation and Entrepreneurship (2000). Rowen's other books include Prospects for Peace in South Asia (edited with Rafiq Dossani) and Behind East Asian Growth: The Political and Social Foundations of Prosperity (1998). Among his articles are "The Short March: China's Road to Democracy," in National Interest (1996); "Inchon in the Desert: My Rejected Plan," in National Interest (1995); and "The Tide underneath the 'Third Wave,'" in Journal of Democracy (1995).

Born in Boston in 1925, Rowen earned a bachelors degree in industrial management from the Massachusetts Institute of Technology in 1949 and a masters in economics from Oxford University in 1955.

Faculty Co-director Emeritus, SPRIE
Senior Fellow, Hoover Institution
Henry S. Rowen
Lectures

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

(650) 723-9741 (650) 723-6530
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SPRIE Graduate Research Fellow
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Victoria Wu is a second year masters student in management science and engineering at Stanford University. Her professional experience includes work as a local TV broadcaster and science news journalist, assistant project manager at Genentech, and consultant in international investment and the video game industry. Topics of past research include business resource allocation, semiconductor materials, and high technology market investment in China. Raised in Anhui, China, she received a BS in Chemistry from the University of Science and Technology of China. Victoria has served as president of the Stanford Chapter of the International Society for Life Science Professionals.

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In light of the rise of Asia in research and development (R&D) and the challenge it poses on American supremacy, SPRIE invited industry and academic R&D leaders for a panel discussion entitled "The Globalization of R&D" on February 10, 2005. The panel included Dr. John Seely Brown, visiting scholar, Annenberg Center, USC; Dr. Kris Halvorsen, vice president and director, Solutions and Services Research Center, Hewlett-Packard; and Dr. Yoshio Nishi, director of research at the Center for Integrated Systems, director of Stanford Nanofabrication Facility, National Nanotechnology Infrastructure Network. Participants discussed a wide array of issues, including the economic rationale for new models of R&D, national/regional comparative advantage in R&D, and the coordination of global R&D.

The Economic Rationale for New Models of R&D

Dr. Nishi highlighted the economic rationale behind the quest for new models of R&D. While back in the early 1990s, a $200 million investment in R&D would grant a semiconductor company a one-year lead in technology, by the early 2000s, a one-year lag would transpire with the same investment level. Such an escalation of R&D cost points to the mounting importance of the efficiency of R&D--or as Dr. Nishi put it, the importance of generating "the right technology at the right time for the right cost." The economic forces will not only alter how R&D activities are organized and distributed within and across firms, markets, regions, and countries but also influence the breadth and depth of knowledge searches. For example, R&D alliance might become a viable and lucrative scheme for cost/risk sharing in R&D. The search for non-silicon-based devices might rise in importance as silicon fabrication reaches its limits. By the same token, the division of innovative labor across nations/regions might deepen to further exploit respective comparative advantages.

Regional Comparative Advantage in R&D

One strand of development is the globalization of R&D, which necessitates comparative advantages across regions. Dr. Brown maintained, "I'm moving my analysis from individual firms to [regional] 'niches.' What I see happening is that thousands of [regional] niches are developing all over the place. What's interesting is how dynamic these niches are in building their unique capabilities." The availability of innovative talents, for example, varies significantly across regions. Invoking "the law of large numbers," Dr. Brown pointed out that given its enormous population size, Asia could produce a large number of engineers, even if they are only a tiny fraction of the total population. Currently, the U.S. produces 50,000 engineers every year; the number is 500,000 for Asia--and it is rapidly growing. Meanwhile, more and more immigrant talents choose to return to their home countries after receiving higher education and some work experience in the U.S. Few U.S. companies can afford to ignore such alarming trends. "We need to move with the market for talent," commented Dr. Halvorsen who overseas HP's global R&D activities. Take HP's R&D effort in Bangalore, India as an example. The effort had a humble start in the mid-1980s. Yet, within ten years, the number of local technical staff grew to 3,000. Today, the number is approaching 10,000.

Market-specific demand also pushes R&D to relocate. As Dr. Halvorsen put it, "when success depends on [geographical] closeness, … you need to do design in close loop with the rest of the activities." Furthermore, overseas R&D might well find its way back into the U.S. As explained by Dr. Brown, "The rise of the middle class in China and India at 1/10 of the price point [of the U.S.]" could spur innovations at 1/10 of the price point. Innovations taking place in China or India might be totally unheard of in the U.S. and eventually finds its way into the U.S. market.

The Coordination of Global R&D

While the globalization of R&D brings many promises, it also poses acute challenges to firms that need to coordinate R&D efforts across national boundaries. As Professor William Miller pointed out, "Increase in R&D cost forces specialization. Then you have to put together an assembly of specialists. The problem is that they are everywhere. Therefore, being able to pull them together becomes the differentiator." The story of Li & Fung serves as a perfect example. Li & Fung is a global leader in the apparel business. In 2002, the company contracted with 7,500 factories in 37 countries and generated a revenue of $5 billion. In an industry with thin margins of a few percent, the company continues to uphold a return-on-equity of 30-50%. Yet, Li & Fung owns no factories. Its competitive advantage lies entirely in its expertise in assessing and orchestrating the unique capabilities of each of the 7,500 suppliers. As Dr. Brown summed up, "Making money will depend less on what you own than on what you can mobilize--[i.e. the ability to] orchestrate."

In a parallel argument, Dr. Halvorsen proposed the new model of "meta-national" R&D. Different from the traditional multinational setup, where R&D is orchestrated from the center and diffused to the peripheral, in a meta-national setup, innovation for different parts of the system are consciously placed in different parts of the world. Advances are made in parallel and feedbacks flow bi-directionally.

An even more decentralized model was advanced by Dr. Brown. Dubbed a "swarm ecosystem," such a system is characterized by one (or more) assemblers and hyper-competition among a constellation of component suppliers. The assembler merely provides the focal model with no detailed design, and leaves it to the component suppliers to compete for coming up with the best fit. In this model, the assembler does not orchestrate the development process from top-down; rather, progress is made from the bottom-up. Yet, at the end of the day, only the fittest component suppliers survive and the result is a highly efficient and competitive system that best exploits its own niches.

Other Issues

Panelists and the audience also engaged in lively discussions about intellectual property rights, organizational learning, institutional innovations, the role of public policy, and the impact of culture on innovation. The globalization of R&D--particularly rising competencies in Greater China and their network of relations to Silicon Valley and their worldwide implications--is a new priority area of research for SPRIE.

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