Globalization
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Hwy-Chang Moon has joined the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) for the 2015-2016 academic year. During his time at Shorenstein APARC, he will be working on a research project entitled, “The Global Strategy of Korean Firms in Silicon Valley," and will also teach a course on Korean economy and business in the fall quarter.

Moon is a professor of international business strategy at the Graduate School of International Studies (GSIS), Seoul National University, where he also served as the dean of GSIS.

Professor Moon is the editor-in-chief of the Journal of International Business and Economy, and has published numerous articles and books on topics covering international business strategy, cross-cultural management and economic development in East Asia with a focus on South Korea. He frequently provides his perspectives on global economy and business through interviews and televised debates, and his writings appear regularly in South Korean newspapers. The New York Times and NHK World TV have also asked for his perspectives on these topics.

Professor Moon received a PhD from the University of Washington, and has previously taught at the University of Washington, University of the Pacific, State University of New York at Stony Brook, Helsinki School of Economics, Keio University, and Hitotsubashi University. He has also consulted several multinational companies, international organizations, and governments (e.g., Malaysia, Dubai, Azerbaijan, and the Guangdong Province of China).

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The Walter H. Shorenstein Asia-Pacific Research Center honored Wall Street Journal reporter Jacob Schlesinger with the Shorenstein Journalism Award last Monday. Schlesinger received the award, which includes a $10,000 cash prize, for his work on Japan that spans nearly three decades.

Since 2002, the annual award has sought to recognize journalists who are outstanding in their field of reporting on the Asia-Pacific, and whose work has helped enhance Western understanding of the region. A jury selects the finalist, which alternates each year between an American and Asian journalist.

At an evening ceremony, Stanford professor Gi-Wook Shin presented Schlesinger with the award surrounded by supporters and friends including Michael Armacost and John Roos '77, (J.D. ‘80), two former U.S. ambassadors to Japan, who both came to know Schlesinger personally during their diplomatic posts.

Earlier in the day, Schlesinger delivered a keynote speech on Japan’s economy and the media. Stanford economist Takeo Hoshi and Shorenstein APARC associate director Daniel Sneider joined him on the panel, along with New York Times deputy executive editor Susan Chira.

Schlesinger was a visiting fellow at Shorenstein APARC at Stanford's Freeman Spogli Institute for International Studies. Under the advisory of then-Shorenstein APARC director Daniel Okimoto, he worked on a book manuscript at Stanford which became Shadow Shoguns: The Rise and Fall of Japan’s Postwar Political Machine.

“No foreign journalist has covered Japan longer, or understood its political economy more deeply, than Jacob M. Schlesinger…” Okimoto said in the award announcement.

Schlesinger is based at the Journal’s Tokyo bureau as Senior Asia Economics Correspondent and Central Banks Editors, Asia, and tweets with the handle @JMSchles.

He answered a few questions for Shorenstein APARC about Japan’s political and economic climate, as well as the changing face of media there.

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Schlesinger spoke on a panel with Stanford's Daniel Sneider and Takeo Hoshi, and The New York Times's Susan Chira, followed by a private evening reception.

You’ve covered Japan for the Wall Street Journal for nearly a decade on the ground, in the late 1980s and early 90s and again since 2009. What has changed, or remained the same?

When I first covered Japan in the late ‘80s and early ‘90s, there was huge interest in -- and also a fair amount of mistrust and hostility toward -- Japan. Americans feared that Japan’s economy was going to somehow “defeat” ours (though I don’t think that notion ever really made sense), and constantly accused Japan of unfairly taking advantage of the global free trade system, exporting heavily to us while keeping its market closed to our goods.

After the bubble burst, and, more recently, Japan’s trade surplus disappeared, the anger toward Japan dissipated. But so, in some ways, did the interest. There are far fewer foreign correspondents today in Japan than there were when I was first there 25 years ago.

I think that the rise of Prime Minister of Japan Shinzo Abe, and Abenomics, has revived interest in Japan a bit, but in different ways. People want to know if Japan will rebound, in part as a counterweight to China, which has really surged in economic and political influence in the time since I was last in Japan. That perhaps may be one of the biggest changes -- the fact that so much is now seen through the prism of China. For a time China simply overshadowed Japan but now it has actually, in some ways, revived interest in it. 

What are the greatest challenges you’ve found in explaining the state of the Japanese economy and U.S.-Japan relations?

As I say, one challenge has been in getting people interested, and in explaining to them why it matters. China in particular has become such a big story that Americans sometimes lose sight of Japan's significance as well.

Another challenge is that Japan is a country where change, even big change, often happens in slow, subtle, steady steps. Japanese rhetoric tends to downplay the dramatic and to cast things in indirect terms, which can make it harder to describe statements and developments in ways that are accurate, and will seem interesting to readers.

Can you describe Abenomics and its current status?

Abenomics is Prime Minister Abe's program to try and end Japan's long slump, sometimes branded the “lost decades.” The most concrete and effective action to date has been a much more aggressive policy of monetary stimulus, following Abe's shake-up at the Bank of Japan (the nation’s central bank), where he imposed new leadership. That might be able to lift short-term growth. But Abe’s ambition to raise Japanese growth over the long-run – to a pace near that enjoyed by the United States and other advanced economies – requires extensive structural reforms. Abe has talked a lot about implementing such reforms, but has so far been rather timid in what he has proposed and pursued.

Abenomics also hit a deep pothole in 2014, when Abe decided to proceed with a plan to raise the sales tax, a policy aimed at reducing Japan’s very large outstanding government debt. The depressing impact of the tax basically offset the gains from the Bank of Japan’s stimulus, and Japan last year fell into recession.

It now appears that Japan is slowly pulling out of the recession, and, to ensure that his stimulus polices now work at full force, Abe has delayed plans for a second tax hike that had been scheduled for this year. That may set back long-held goals to reduce government debt, but it should help the chief Abenomics goal of exiting the long deflationary slump.

I'd say overall that Abenomics has a decent chance of lifting Japanese growth a bit higher than it would otherwise have been, but that a dramatic change in Japan’s fortunes would probably require a more dramatic change in policies, something Abe has promised but hasn’t really shown signs of seriously pursuing.

Recently, the United States invited Prime Minister Abe for a state visit (in addition to leaders of other Asian nations). What issues would likely top the agenda?

Both countries are hoping, overall, that the visit will deepen ties between the two governments at a time of great change and challenge in Asia. Whatever one might think of Prime Minister Abe and his agenda, this visit does offer a special opportunity to expand relations, simply because he has now been in office long enough to make multiple trips to Washington as prime minister -- a rare feat over the past quarter century of Japan's notorious carousel politics. The Japanese government is eager for Abe to be able to address a session of the U.S. Congress, which could carry great symbolic significance. He would be the first Japanese leader to do so in more than half a century, since Prime Minister Hayato Ikeda in the early 1960s. That's a pretty long gap, when you consider that Japan has, over that period, long been hailed as one of America's most important allies.

In terms of specific issues, the chief economic agenda item is the Trans-Pacific Partnership free trade pact. It's an ambitious project attempting to set the economic rules for the Pacific economies for the 21st century. And while 12 countries are included, the United States and Japan are by far the biggest, and both sides are hoping that a bilateral agreement by the time Abe meets President Obama could give the broader deal sufficient momentum to be concluded this year.

On the military front, the United States and Japan are updating the terms of their mutual defense pact and hope to do so in ways that will give Japan's military more latitude to participate in joint operations.

While not part of the official agenda, Americans will be eager to hear what Abe has to say about history issues as the world marks the 70th anniversary of the end of World War II.

Abe and his aides have repeatedly challenged some of the established views of Japan and its behavior during the war, including recently directly asking the American publisher McGraw-Hill to change its account of so-called “comfort women,” women forced into prostitution under Japan's war-time military. Such statements and actions have irritated many Americans and stoked anger in China and South Korea. American officials in particular are concerned about deteriorating relations between Japan and South Korea -- the two principle U.S. military allies in Asia -- and are eager for Abe to try and do more to bridge the gap, particularly on history issues. 

Newspapers have played a large role in Japanese society; the nation boasts one of the highest readerships in the world. Where do you see the future of news media in Japan?

Japan, as you say, has one of the most -- perhaps the most -- literate and well-informed populations in the world. News readership and news viewership is extremely high. People are extremely knowledgeable about current events.

Oddly, for a country that is also very tech literate, digital media has been relatively slow to catch on in Japan. Most people still get their main news from print papers, or magazines, and there has not been -- at least not yet -- a real surge in new, credible online-only, or online-originated media sources to challenge the mainstream media, the way platforms like Politico, the Huffington Post, or BuzzFeed have popped up in the United States.

The Japanese media has also suffered from some serious setbacks to its credibility in recent years. There was tremendous soul-searching after the 2011 Fukushima nuclear disaster about whether the Japanese press had done enough, either before the accident, or in the immediate aftermath, to cover aggressively the flaws and mistakes in the country's nuclear energy policies.

More recently, over the past year there have been damaging battles, in varying degrees, over the accuracy, and independence, of three of the country's largest, and most-respected news organizations, the Asahi Shimbun newspaper, the Yomiuri Shimbun newspaper, and the NHK national broadcaster. I worry that the result, fair or not, could prompt further erosion in the credibility of the Japanese media. That's potentially a big problem at a time of great change, great political and policy debate -- and when the political opposition is so weak that the media arguably has a heightened role at this moment as a check on power.

You were a visiting scholar at Shorenstein APARC. How did your time at the Center impact your work?

The Center was a tremendous opportunity for me in so many ways. It is rare for a journalist to be able to break out of the steady deadline pressures of a newsroom, and soak up an academic atmosphere. Being at Shorenstein APARC was a fantastic way to do that. It offered the best elements of an ivory tower, without feeling isolated. It gave me chances to interact with policymakers there as visiting fellows, as well as some of the top experts in the field who were based there.

I have to give particular thanks to Dan Okimoto, who ran Shorenstein APARC at the time and Jim Raphael, who was director of research. When I was at Shorenstein APARC, I was researching and writing a book on Japanese politics. The feedback from Dan, Jim and others made it a much better work. But beyond the book, the depth and perspective that I gained from my immersion at Shorenstein APARC has helped shape my writing since then.

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Global Talent seeks to examine the utility of skilled foreigners beyond their human capital value by focusing on their social capital potential, especially their role as transnational bridges between host and home countries. Gi-Wook Shin (Stanford University) and Joon Nak Choi (Hong Kong University of Science and Technology) build on an emerging stream of research that conceptualizes global labor mobility as a positive-sum game in which countries and businesses benefit from building ties across geographic space, rather than the zero-sum game implied by the "global war for talent" and "brain drain" metaphors.

"Advanced economies like Korea face a growing mismatch between low birth rates and increasing demand for skilled labor. Shin and Choi use original, comprehensive data and a global outlook to provide careful, accessible and persuasive analysis. Their prescriptions for Korea and other economies challenged by high-level labor shortages will amply reward readers of this landmark study."  —Mark Granovetter, Professor of Sociology, Stanford University

The book empirically demonstrates its thesis by examination of the case of Korea: a state archetypical of those that have been embracing economic globalization while facing a demographic crisis—and one where the dominant narrative on the recruitment of skilled foreigners is largely negative. It reveals the unique benefits that foreign students and professionals can provide to Korea, by enhancing Korean firms' competitiveness in the global marketplace and by generating new jobs for Korean citizens rather than taking them away. As this research and its key findings are relevant to other advanced societies that seek to utilize skilled foreigners for economic development, the arguments made in this book offer insights that extend well beyond the Korean experience.

Media coverage related to the research project:  

Dong-A Ilbo, January 27, 2016

Interiew with Arirang TV, March 10, 2016 (Upfront Ep101 - "Significance of attacting global talent," interview with Arirang)

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Gi-Wook Shin
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The logic of global capitalism is no longer cultural (as Fredric Jameson argued), but has evolved into a logic of war. Consequently, I argue that the frame of cultural recognition that became dominant during postmodernity has been superseded by a frame of survival. While recognition aimed to save subjectivities from the total destruction of twentieth-century wars and project them onto a postmodern marketplace, survival is composed of immanent singularities that take place within the creative destruction of global war. Singularities are neither egalitarian nor subaltern. They simply emerge as Althusserian aleatory events whose causes are immanent in their effects. Singularities within global capitalism are acts of freedom dissociated from a position of structural barring and linked to the production of war that organizes the new conjuncture.

Edgar Illas is assistant professor with the Department of Spanish and Portuguese at Indiana University, Bloomington.

Co-sponsored by the Department of Iberian and Latin American Cultures and The Europe Center's Iberian Studies Program.

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Edgar Illas Assistant Professor of Spanish and Portuguese Speaker Indiana University, Bloomington
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Innovation is a vital component of economic development, and the United States and Japan provide clear examples of how a knowledge-based economy can lead to sustainable growth. But Japan has sometimes encountered obstacles in bringing its wealth of ideas into the global market. A conference at Stanford seeks to help shift that reality.

“Japan is changing,” said panelist Gen Isayama, founder of the World Innovation Lab. “We’re seeing entrepreneurs…but we need a new role model – new stars emerging in Japan to excite younger people.”

For two days, 21 experts from Japan and the United States gathered at the Stanford-Sasakawa Peace Foundation New Channels Dialogue to discuss innovation, promote exchange of best practices, and enhance connections between the two countries.

The conference was sponsored by the Sasakawa Peace Foundation (SPF) and organized by the Japan Program at the Walter H. Shorenstein Asia-Pacific Research Center (APARC), in association with the U.S.-Japan Council.

“The New Channels project is intended to open a new arena of dialogue between new voices, and a new generation of experts and policymakers on both sides of the Pacific. And to tie them back into the existing structure of alliance governance,” said SPF President Yuji Takagi, in his opening remarks.

“The complex challenges of today’s world provide even greater momentum to work together across sectors,” Shorenstein APARC Director Gi-Wook Shin added.

In its second year, the conference hosted more than 100 attendees from the San Francisco Bay Area, drawing students, scholars and industry and government people to Encina Hall for the daylong public forum on Jan. 22. The first and second panels focused on the state of innovations in Silicon Valley and Japan, the third and fourth panels examined how the two countries could better work together toward innovation-driven growth.

The first set of panelists started by discussing characteristics of Silicon Valley, and how it defined itself during the tech boom of the 1980s/90s, and led to the rise of the Internet and telecomm industries that rapidly spread around the world.

Silicon Valley is often identified for its innovative ideas, and its ability to convert those ideas into market-ready goods and services. Panelists said that networks and open access to venture capital drive that ability to push ideas through quickly, an essential characteristic in today’s real-time world.

“It’s never been easier to start a company,” said Patrick Scaglia, a consultant at Startup Ventures and former senior executive at Hewlett Packard.

Silicon Valley continues to attract entrepreneurs and potential investors, and is positioned to continue to do so. Scaglia noted that 47.3 million dollars was invested in startups last year alone, the highest seen since 2009.

Areas currently being pioneered by Silicon Valley entrepreneurs include medical and mobile technologies. Norman Winarsky, president of SRI Ventures, pointed to breakthroughs in robotics and wearable devices, showing a clip from a TED talk on bionic prosthetics. Additional predicted trends include a return to hardware and possibly greater entrepreneurism coming directly out of universities, particularly from students.

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(Left photo) Tak Miyata (left), a general partner at Scrum Ventures, talks with Ryuichiro Takeshita (right), a corporate affiliate visiting fellow at Shorenstein APARC. (Right photo) Japan Program Research Associate Kenji Kushida leads a discussion on Japan's innovation ecosystem. A gallery of photos from the public forums can be viewed here.

Japan has historically produced successful entrepreneurs such as Konosuke Matsushita (founder of Panasonic Corporation), Akio Morita (founder of Sony Corporation), and Soichiro Honda (founder of Honda Motor Company), but large firms have come to dominate the economy. Recently, however, the country has been producing a cadre of successful startups, some of which have already grown to become quite large. For example, Japanese companies Rakuten and DeNA have commanded the e-commerce space, and similarly, Mixi in the social media space.

Panelists noted that more Japanese startups are going global compared to a decade ago. Yusuke Asakura, a visiting scholar at Stanford’s U.S.-Asia Tech Management Center, pointed to companies that produced applications like Metaps, an Android monetization app, and Gumi, a social networking gaming app.

But Japan hasn’t reached its greatest potential due to various barriers – market, institutional, and cultural. Mr. Isayama said, at the moment, there aren’t enough ventures and risk capital in Japan. Greater accessibility to both could propel startups more fully into the global market.

C. Jeffrey Char, president of J-Seed Ventures, said another obstacle was the quantity of mergers & acquisitions (M&A).

“If there was more M&A, it would actually improve the ecosystem a lot more – it would turbocharge it,” he said. “Because when investors get their money back quicker and when entrepreneurs get paid off quicker, a lot of times they will go and start another company.”

If greater M&A existed in Japan it would create a “benevolent cycle” of funding and inject the momentum necessary to support an environment for entrepreneurial success.

Networking, labor mobility, and a highly skilled workforce are additional components that aided in Silicon Valley’s success, and areas that Japan could learn from. Government support for entrepreneurs is rising; the third arrow of ‘Abenomics’ policy aims to jumpstart growth based on a number of measures, including diversification of its workforce through increased immigration and female participation.

Offering an additional point, Professor Kazuyuki Motohashi, the Sasakawa Peace Fellow at Shorenstein APARC, suggested that cultural differences might pose one of the biggest challenges to U.S.-Japan collaboration.

Americans are more likely to embrace failure as an essential part of the creative process; Japanese typically don’t celebrate failure as much nor valorize the entrepreneur to the same degree.

“We don’t have to change the culture,” Motohashi said. “The important [thing] is to overcome these differences and develop a mutual understanding.”

Teaching younger generations about the entrepreneurial mindset could also improve societal attitudes toward risk-taking. Former U.S. Ambassador to Japan John Roos said celebrating the entrepreneur was the most important factor in creating a vibrant innovation ecosystem in Japan. “In the end, if you have the proper mindset, you can overcome everything else."

A detailed summary report of the New Channels Dialogue will be released in the coming months on the Shorenstein APARC website.

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Panelists pose for a group shot outside Encina Hall. A conference agenda, final report and listing of the panelists can be viewed here.

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This event has been cancelled. We will update our website once the new date has been determined.

Encina Hall, C148
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Olivier Nomellini Senior Fellow at the Freeman Spogli Institute for International Studies
Director of the Ford Dorsey Master's in International Policy
Research Affiliate at The Europe Center
Professor by Courtesy, Department of Political Science
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Francis Fukuyama is Olivier Nomellini Senior Fellow at Stanford University's Freeman Spogli Institute for International Studies (FSI), and a faculty member of FSI's Center on Democracy, Development, and the Rule of Law (CDDRL). He is also Director of Stanford's Ford Dorsey Master’s in International Policy Program, and a professor (by courtesy) of Political Science.

Dr. Fukuyama has written widely on issues in development and international politics. His 1992 book, The End of History and the Last Man, has appeared in over twenty foreign editions. His most recent book,  Liberalism and Its Discontents, was published in the spring of 2022.

Francis Fukuyama received his B.A. from Cornell University in classics, and his Ph.D. from Harvard in Political Science. He was a member of the Political Science Department of the RAND Corporation and of the Policy Planning Staff of the US Department of State. From 1996-2000 he was Omer L. and Nancy Hirst Professor of Public Policy at the School of Public Policy at George Mason University, and from 2001-2010 he was Bernard L. Schwartz Professor of International Political Economy at the Paul H. Nitze School of Advanced International Studies, Johns Hopkins University. He served as a member of the President’s Council on Bioethics from 2001-2004.  

Dr. Fukuyama holds honorary doctorates from Connecticut College, Doane College, Doshisha University (Japan), Kansai University (Japan), Aarhus University (Denmark), and the Pardee Rand Graduate School. He is a non-resident fellow at the Carnegie Endowment for International Peace. He is a member of the Board of Trustees of the Rand Corporation, the Board of Trustees of Freedom House, and the Board of the Volcker Alliance. He is a fellow of the National Academy for Public Administration, a member of the American Political Science Association, and of the Council on Foreign Relations. He is married to Laura Holmgren and has three children.

(October 2024)

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Olivier Nomellini Senior Fellow at the Freeman Spogli Institute for International Studies (FSI); Resident in FSI's Center on Democracy, Development, and the Rule of Law; Professor, by courtesy, of Political Science Speaker Stanford University
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Abstract:

Arab workers participated prominently in the popular uprisings of 2011.  They shared the outrage of many of their compatriots over daily abuse by internal security forces, widespread corruption, and foreign policies subservient to U.S. interests. Their participation in those uprisings was also informed by struggles against the neoliberal economic restructuring of the region since the 1970s, which resulted in an indecent chasm between rich and poor, deteriorating working conditions and public social services, and high youth unemployment.

Egypt experienced a strike wave of unprecedented magnitude in the 2000s. Tunisia, with one exception, experienced less intense contestation by workers and others. Egyptian workers’ have had very limited influence on national politics in the post-Mubarak era.  Democratic development seems unlikely in the near future.  The Tunisian national trade union federation and its affiliates were the central force in installing procedural democracy. The nature of workers’ social movements in the 2000s partially explains these divergent outcomes.

Speaker Bio:

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Joel Beinin

Joel Beinin is the Donald J. McLachlan Professor of History and Professor of Middle East History. He received his A.B. from Princeton University in 1970, his M.A. from Harvard University in 1974, and his A.M.L.S. and Ph.D. from the University of Michigan in 1978 and 1982. He also studied at the American University of Cairo and and the Hebrew University of Jerusalem. He lived in Egypt in 1969, 1980-81, 1985, 1986, 1994, 2004-05, and 2006-08 and in Israel in 1965-66, 1970-73, 1987, 1988, 1993, and 1993. He has taught Middle East history at Stanford University since 1983. From 2006 to 2008 he served as Director of Middle East Studies and Professor of History at the American University in Cairo. His research and writing focuses on workers, peasants, and minorities in the modern Middle East and on Israel, Palestine, and the Arab-Israeli conflict.

 

Beinin has written or edited nine books, most recently Social Movements, Mobilization, and Contestation in the Middle East and North Africa; co-edited with Frédéric Vairel (Stanford University Press, 2011) and The Struggle for Worker Rights in Egypt (Solidarity Center, 2010). His articles have been published in leading scholarly journals as well as The Nation, Middle East Report, The Los Angeles Times, The San Francisco Chronicle, Le Monde Diplomatique, and others. He has appeared on Al-Jazeera TV, BBC radio, National Public Radio, and many other TV and radio programs throughout North America, and in France, Egypt, Singapore, and Australia, and has given frequent interviews to the global media. In 2002 he served as President of the Middle East Studies Association of North America.

This event is co-sponsored by the Arab Studies Institute.



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The city of Cupertino, California, is only about 15km from Stanford University, where I teach and live. It is home to the headquarters of Apple, a global leader in the computer and smartphone industries. It is also home to many Indian and Chinese engineers who are essential to Silicon Valley's technological innovation. One can easily find a variety of Asian restaurants and shops along the palm tree-lined streets -- an interesting Californian scene with a distinctly Asian flavor.

Many Asians -- businesspeople, officials and experts -- visit Silicon Valley hoping to unlock its secrets, to learn why it is such a hotbed of innovation. One known "secret" here, often overlooked by Asian visitors, is the importance of cultural diversity. More than half of the area's startups, including Intel, Yahoo, eBay and Google, were established by immigrants, and these companies owe much of their success to the contributions of Chinese and Indian engineers. Cultural diversity can be found throughout the schools, stores and streets, as well as the enterprises, there.

In Israel, too

The circumstances are quite similar in Israel, another economy known for technological innovation. Following the collapse of the Soviet Union in the early 1990s, Israel admitted about 850,000 immigrants. More than 40 percent of the new arrivals were college professors, scientists and engineers, many of whom had abundant experience in research and development. These people played a critical role in promoting economic development and scientific and technological innovation in Israel. Many languages besides Hebrew can be heard on the streets of Tel Aviv, one of the country's largest cities.

It is no accident that Silicon Valley and Israel have become global high-tech centers. They opened their doors to a wide range of talented immigrants. Above all, an atypical sociocultural ecosystem -- a culture that respects and promotes the value of diversity -- is alive in both places.

In the United States, diversity is a key criterion in college admissions and faculty recruitment. Although "affirmative action" has disappeared in many parts of the country, diversity has come to play a key role in American university policies. Most American colleges, including Stanford, have a "diversity office" to promote diversity among students, faculty and staff. At Stanford, white students constitute less than 40 percent of the student body, and almost a quarter of the faculty come from minority groups. Similarly, only five of the 16 staff members at our Shorenstein Asia-Pacific Research Center are Caucasian, with the rest from ethnic and national minorities.

 The same can be said of leading American corporations, many of which have institutionalized "diversity management" to capitalize on the range of individual differences and talents to increase organizational effectiveness. Of course, basic knowledge and skills are prerequisites. But Americans seem to firmly believe that having a variety of backgrounds and experiences can help hatch new ideas and innovative technologies. Perhaps this is why they say that culture accounts for 90 percent of the innovation in products from Silicon Valley, with technology claiming only 10 percent.

The power of diversity

Scott E. Page, professor of complex systems, political science and economics at the University of Michigan, shows in his book "The Difference" how "the power of diversity creates better groups, firms, schools, and societies." In his view, collections of people with diverse perspectives and heuristics outperform collections of people who rely on homogeneous ones, and the key to optimizing efficiency in a group is diversity. In this work, Page pays particular attention to the importance of "identity diversity," that is, differences in race, ethnicity, gender, social status and the like.

To be sure, Asian countries such as Japan and South Korea are different from settler societies such as the U.S. With the influx of foreigners, however, even such ethnically homogeneous Asian societies are becoming multiethnic. In addition to unskilled labor and foreign brides, the number of overseas students and professors is rising at Japanese and South Korean universities, while Japanese and South Korean companies are actively hiring foreign professionals. Both countries are opening their doors to foreigners, though in limited numbers, and have made multiculturalism a key policy objective.

Still, they fall far short of recognizing the value of diversity. While Japanese and South Korean institutes of higher learning have been trying to attract more foreign students, they have been doing so mainly to make up for the declining student population at home and because university ranking agencies use the ratio of foreign students and professors as a key yardstick for measuring internationalization. The approaches of these two countries to multiculturalism are also largely focused on assimilating foreigners into their own cultures and systems. People from abroad are seldom accepted as "permanent" members of their societies or regarded as valuable assets. Japan and South Korea may have become multiethnic, but they are not multicultural.

One of the biggest challenges facing foreign residents in Japan and South Korea is the lack of understanding of their religious and cultural beliefs. Indian engineers working in South Korea complain of the poor acceptance of Indians by the local population, and of an especially poor understanding of their religion and culture. Foreign professors teaching at Japanese universities tell me they live as "foreigners," never accepted into the "inner" circles. It is unlikely that these talented people would like to work long term for universities and enterprises that are unable to embrace differences in skin color and culture. Under these circumstances, even if some foreign professionals happen to be hired, they may not be able to realize the full potential of their abilities, let alone bring about innovation.

All these people with different ethnic and national backgrounds should no longer be regarded simply as "temporary" residents to fill particular needs. Rather, by promoting the cultural diversity of Japanese and South Korean society, they should be viewed as important assets and potential sources of innovation. It is an urgent but difficult task to institutionalize the value of diversity in societies long accustomed to the notion of a single-race nation.

Born on campuses

A country's global competitiveness can hardly be improved if its society is reluctant to respect differences and understand other groups. Universities, in particular, should help their students experience diversity through the regular curriculum and extracurricular activities. Foreign students can serve as excellent resources for promoting diversity. Universities are ideal settings for various groups of students to meet, generate new ideas and interact with one another. It is no accident that many of the innovative ideas associated with Microsoft, Yahoo, Google and Facebook were all born on American university campuses, where diversity is embraced.

Empirical research should be carried out to examine how cultural diversity can bring about technological innovation in Japanese and South Korean society. Based on such studies, governments and private enterprises should take into account diversity in personnel hiring, training, management and evaluation. These same institutions should also systematically work to create and support an organizational culture that values diversity.

Could those Indian and Chinese engineers working in Silicon Valley have brought about the same kind of technological innovation if they had remained in their own countries? Could they accomplish the same feat in Japan and South Korea? How can Asian countries create the kind of ecosystem necessary for promoting a flexible culture of accommodating a broad spectrum of talents? We first need to reflect deeply on these questions before trying to emulate the success of Silicon Valley.

 

Shin recently coauthored the paper, "Embracing Diversity in Higher Education: Comparing Discourses in the U.S., Europe, and Asia" with Yonsei University Professor Rennie J. Moon. It is one outcome of their research project, Diversity and Tolerance in Korea and Asia. This Nikkei Asian Review article was originally carried on Nov. 20 and reposted with permission.

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