International Development

Fu Jun May11 CP Banner

With a population of 1.4 billion people in the midst of industrialization and urbanization, the role of China in tackling climate change will be critical to the success of human species in facing up to the world's greatest existential challenge. Based on the newly published book -- Climate Mitigation and Adaptation in China: Policy, Technology and Market, FU Jun will discuss the parameters, policies and prospects of China's role in meeting the global crisis. In particular, in light of the country's regional heterogeneity and aided by simulation modeling, he will discern the philosophical nuances between particular justice and general justice in Chinese strategic thinking toward equitable, inclusive and sustainable growth, and focus on how different sets of technologies -- low carbon, zero carbon, negative carbon, as well as institutional technology -- will likely configure in an adaptive and dynamic fashion in China's pathways toward carbon peak prior to 2030 and carbon neutrality by 2060, and with implications for green financing and international cooperation.

FU Jun is Professor of Political Economy and Public Policy at Peking University. He has authored, co-authored, and edited five books, including Institutions and Investments (Studies in International Economics, The University of Michigan Press), Pathways to Prosperity: A China Narrative in Metaheuristic Growth Theory (in Chinese, Peking University Press), and Climate Mitigation and Adaptation in China: Policy, Technology, and Market (Springer Nature). Graduated with Ph.D. from Harvard University, he is the first Chinese national to have been elected as Foreign Academician in 2020, together with Anthony Giddens and Jurgen Harbermas, by the Bologna Academy of Sciences in its time-honored history.  Inter alia, he has been an invited reviewer for PNAS, served on the 11-Member Visiting Committee for Area Studies and International Programs across Harvard University, and on the Advisory Board of Economia Politica. Outside academia, he has served as Member of the Listing Committee of Shenzhen Stock Exchange, Executive Board Member of SOS Village (China), Vice Chair with A. Michael Spence as Chair of the World Economic Forum’s Global Agenda Council on New Growth Models, Board Member of Peking University Educational Foundation, and Advisor to the Chairman of the Executive Council of UNESCO.

This event is co-sponsored by Stanford Center at Peking University

Jean C. Oi
Fu Jun
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On October 6, 2021, the APARC China Program hosted the panel program, "Engaging China: Fifty Years of Sino-American Relations." In honor of her recently released book of the same title, Director of the Grassroots China Initiative Anne Thurston was joined by contributors Mary Bullock, President Emerita of Agnes Scott College; Thomas Fingar, Shorenstein APARC Fellow; and David M. Lampton, Professor Emeritus at Johns Hopkins School of Advanced International Studies (SAIS). Thomas Fingar also moderated the panel.

Recent years have seen the U.S.-China relationship rapidly deteriorate. Engaging China brings together leading China specialists—ranging from academics to NGO leaders to former government officials—to analyze the past, present, and future of U.S.-China relations.

During their panel, Bullock, Fingar, Lampton, and Thurston reflected upon the complex and multifaceted nature of American engagement with China since the waning days of Mao’s rule. What initially motivated U.S.’ rapprochement with China? Until recent years, what logic and processes have underpinned the U.S. foreign policy posture towards China? What were the gains and the missteps made during five decades of America’s engagement policy toward China? What is the significance of our rapidly deteriorating bilateral relations today? Watch now: 

For more information about Engaging China or to purchase a copy, please click here.

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Was the strategy of engagement with China worthwhile? Experts Mary Bullock, Thomas Fingar, David M. Lampton, and Anne Thurston discuss their recent release, "Engaging China: Fifty Years of Sino-American Relations."

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On September 29, the APARC China Program hosted Thomas Fingar and Stephen Stedman for the program “Rebuilding International Institutions.” The program, which was moderated by China Program Director Jean Oi, examined the future of international institutions such as the United Nations (UN), World Trade Organization (WTO), and World Health Organization (WHO) in our evolving global political landscape. While Fingar and Stedman acknowledged that such institutions facilitated attainment of unprecedented peace and prosperity after WWII, they also asked difficult questions: Are these institutions still adequate? And if not, how will we change them?

Shorenstein APARC Fellow Thomas Fingar kicked off the session by asking whether or not US-China tensions would impede cooperation on major global challenges, or if those challenges were so serious as to render such rivalries immaterial. Perhaps the most obvious example of such a crisis is the current COVID-19 pandemic. The efforts to curb the virus’ spread not only by individual countries, but also by international organizations like the WHO, have proven largely inadequate. According to Fingar, our existing institutions need to be reformed or supplemented to deal with these types of threats. However, such an overhaul of our international systems will be difficult, he says.

How, then, will we go about such a massive project? Stephen Stedman, Deputy Director at Stanford’s Center on Democracy, Development, and the Rule of Law (CDDRL), responded by explaining that the current failure of international cooperation makes such undertakings tough. Globalization has been a double-edged sword: On one hand, more contact, perhaps inherently, leads to increased tension. The resurgence of traditional notions of sovereignty in 2010, kickstarted by the opposition of countries like Russia and China to what was seen as UN overreaching, has led to a reduction of international cooperation overall. On the other hand, Fingar posits that our interconnectedness may force us toward cooperation despite rivalries as we face more and more transnational threats. International institutions create rules to organize and manage our many interconnected relationships so that we can deal with our problems effectively and reduce friction.

Stedman also pointed to the upcoming US elections and the major impact their outcome will have on how these problems are addressed—or not. In the last four year, the United States has pulled back significantly from international institutions and agreements, leaving a gap that China has started to fill. Furthermore, despite the US’s retreat from international responsibility, the country still remains a critical actor in global initiatives. China’s embrace of a global leadership role is not inherently negative, but its future relationship with the US will need to be “managed in a way that you get greater cooperation and not just paralysis.” Stedman says that it is likely that progress will need to be made on a bilateral front in order to have productive conversations about international issues with China.

Concluding on an optimistic note, Fingar voiced his hope that the current tensions and negative perceptions between rivals might ultimately “be mitigated by success in dealing with a common problem,” because “experience does shape perceptions.”

A video recording of this program is available upon request. Please contact Callista Wells, China Program Coordinator at with any inquiries.

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Sponsored by the Stanford China Program and the Stanford Center at Peking University.

The ravages of COVID-19 are now global. But the pandemic first struck in China, and the nation suffered a 6.8% decline in its first-quarter GDP. China is also the first country to move towards a recovery, however, rolling out government measures, re-opening businesses, and re-starting its economy. In this key moment, the Stanford China Program, in collaboration with alumni members of the Stanford Graduate School of Business, surveyed senior executives in China as their companies reboot their operations. In this two-part program, we first unveil potential trends and key takeaways from the survey. In the second half, we host a panel of prominent CxOs from China who give their insights and experiences rebooting their businesses. What are short-term challenges that companies in China currently face? What are some long-term implications of COVID-19 for their operational model, supply chain strategies, technology, and business digitization? What might they also mean, if any, for global trade relations and the future of globalization?

Agenda (in Pacific Time)

5:00-5:30 PM   Survey Presentation: Key Takeaways
5:30-6:15 PM   China CxO Panel: Discussion
6:15-6:45 PM   Audience Q&A

Agenda (in China)

8:00-8:30 AM   Survey Presentation: Key Takeaways
8:30-9:15 AM   China CxO Panel: Discussion
9:15-9:45 AM   Audience Q&A



Portrait of Shiqi WangAlvin Shiqi Wang (王世琪) has served as CEO and President of 21Vianet Group, Inc. since February 2018. Currently, Mr. Wang serves as Vice President of TUS Digital Group, a subsidiary of TUS Holdings, and serves on the board of directors of Beijing CIC Technology Co., Ltd. and Guangzhou Tuwei Technology Co., Ltd. . Mr. Wang has nearly 20 years of experience in the telecommunications industry, working at various renowned international companies, including 11 years with Ericsson, focusing primarily on strategy development and execution, corporate management, and equity investments. Mr. Wang received a bachelor's degree from Tsinghua University and an MBA from Peking University-Vlerick MBA Programme (BiMBA).


Portrait of Xiang WangXiang Wang (王翔) is President and Acting CFO of Xiaomi Corporation, responsible for platform functions and for assisting the CEO with Group operations. Mr. Wang joined Xiaomi Corporation in July 2015 served as its Senior Vice President and President for International Business, responsible for global expansion, IP strategy, and strategic partner relationship management. Mr. Wang has more than 20 years of experience in the semiconductor and communications fields, with great vision and comprehensive understanding of next-generation wireless communications. He has played an integral role in shaping Xiaomi’s international business operations including with respect to its intellectual property compliance, management and strategy throughout the world. In 2016, Mr. Wang put together an international team of sales and marketing teams to expand into more markets outside of China. Within just 3 years, he led his teams into over 90 markets. As of Q3 2019, Xiaomi’s international revenue accounted for 48.7% of its total revenue. Today, Xiaomi is ranked among top 5 smartphone brands in over 40 markets. Mr. Wang previously served as the Senior Vice President of Qualcomm and President of Qualcomm Greater China, leading the company’s business and operations in Greater China. Prior to that role, he was Vice President of Qualcomm CDMA Technology, responsible for Qualcomm chipset business and customer service in China. Under his leadership, Qualcomm rapidly extended and strengthened its partnerships with increasing numbers of Chinese manufacturing customers. Before joining Qualcomm, Mr. Wang held key positions in sales and marketing at internationally leading companies, including Motorola and Lucent/Agere. Mr. Wang earned his BSEE from Beijing Polytechnic University.


Portrait of Simon Yang
Simon Yang (杨士宁) is the CEO of Yangtze Memory Technologies Co., Ltd. (YMTC), who brings YMTC to a new height in 3D NAND industry. As an experienced executive in the semiconductor industry for over 30 years, Dr. Yang served as the CEO of XMC, COO/CTO of SMIC, and CTO/SVP of Chartered Semiconductor (Now GlobalFoundries), in charge of fab operation and technical R&D. Before that, he was in the Portland Technology Development sector of Intel for more than 10 years, in which he led a series of technical R&D projects. Dr. Yang obtained a Bachelor’s Degree from Shanghai University of Science & Technology, and a Master’s Degree and a Doctoral Degree from Rensselaer Polytechnic Institute.


Portrait of Zhiqiang (ZZ) ZhangZhiqiang (ZZ) Zhang (张志强) is President of ABB in China since October 2018. He has extensive management experience and a deep understanding of the Chinese market, developed during his career at several large global companies over the past three decades. He joined ABB from Sandvik where he was Asia- Pacific Regional Holding Officer and President of Sandvik China, and Member of Sandvik Group Executive Committee. Prior to that, he held leadership positions at several other companies, including Nokia Siemens Networks, where he was President of the Greater China Region, and Siemens VDO Automotive, China, where he was President and CEO. Mr. Zhang is Non-Executive Board member of Georg Fischer AG (Switzerland) and Daetwyler Holding AG (Switzerland). He holds a bachelor’s degree in electronic engineering from Beijing Jiaotong University, China, and a master’s degree in business administration from the Smith School of Business at Queen’s University in Canada.




Jean C. OiJean C. Oi is the William Haas Professor of Chinese Politics in the Department of Political Science and a senior fellow in the Freeman Spogli Institute for International Studies at Stanford University. She directs the China Program at the Walter H. Shorenstein Asia-Pacific Research Center and is the Lee Shau Kee Director of the Stanford Center at Peking University. Professor Oi has published extensively on China’s reforms. Recent books include Zouping Revisited: Adaptive Governance in a Chinese County, coedited with Steven Goldstein (Stanford University Press, 2018), and Challenges in the Process of China’s Urbanization, coedited with Karen Eggleston and Yiming Wang (2017). Current research is on fiscal reform and local government debt, continuing SOE reforms, and the Belt and Road Initiative.


Photo of Christopher ThomasChristopher Thomas was most recently a partner with McKinsey & Company. He served as co-Managing Partner for the Firm’s Global Digital Strategy service line as well as its Global IoT service line; and as the leader of its Asia Semiconductor Practice. Prior to McKinsey, Mr. Thomas spent ten years at Intel. He was the General Manager of Intel China, with joint ownership for the region’s $5 billion-plus P&L. In this role, he grew revenues by more than 50% and oversaw China’s successful elevation from a sales unit to an independent regional P&L business reporting directly into headquarters. Mr. Thomas began his career as a private equity investor at The Blackstone Group in New York City. He is currently a Visiting Professor at Tsinghua University, China’s leading educational institution. He received an MBA from Stanford Business School, where he was an Arjay Miller scholar; a Master of Arts in Political Science from Stanford University; and a Bachelor of Science in Economics, summa cum laude, from the Wharton School.


Portrait of Xander Wu
Xander Wu (吴雪) oversees industry development and builds partnerships with the world’s top cloud computing companies for China Mobile International (USA). He helps clients expand their global footprint and advises companies on best practices for digital transformation. Mr. Wu has 13 years' experience in the global 4G and 5G industry, with a track record of achieving a number of the world’s first milestones in 5G and several de-facto standards for 4G and data networks. Mr. Wu graduated from Stanford Graduate School of Business, where he researched digital transformation and advised startups in the energy sector. He serves as a mentor at several incubators such as Plug and Play, helping startups find the right product/market fit and tailor go-to-market strategy.


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Alvin Shiqi Wang (王世琪) <br>CEO, President of 21Vianet Group, Inc.<br><br>
Xiang Wang (王翔) <br>President of Xiaomi Corporation<br><br>
Simon Yang (杨士宁) <br>CEO of Yangtze Memory Technologies Co., Ltd. (YMTC)<br><br>
Zhiqiang (ZZ) Zhang (张志强) <br>President, ABB (China)<br><br>
Jean C. Oi <br>Director of Shorenstein APARC China Program; William Haas Professor of Chinese Politics, Stanford University<br><br>
Christopher Thomas <br>Visiting Professor, Tsinghua University<br><br>
Xander Wu (吴雪) <br>China Mobile International (USA)<br><br>
Panel Discussions
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The Lee Shau Kee World Leaders Forum on “US and the Asia Pacific” was held on November 13th, 2017. This event that brought 250 participants to the Center also marked the 5th anniversary of the Stanford Center at Peking University’s (SCPKU) anniversary and 10th anniversary of the Stanford China Program.  Stanford Political Science Professor and SCPKU Director Jean Oi welcomed the audience with remarks highlighting Stanford’s initiative to build China studies at the home campus with the creation of the China Program and in China with the construction of SCPKU -- Stanford’s “Bridge Across the Pacific.”   Professor Michael McFaul, Director of the Freeman Spogli Institute for International Studies at Stanford University, opened the forum with a stimulating keynote address on “The Historical Origins and Contemporary Consequences of President Trump’s Worldview.” In his talk, Prof. McFaul examined the President’s views and characterized them as fitting within but standing on the extreme end of long-standing foreign policy traditions.  Combining his scholarly expertise with his experience in the Obama administration, Prof. McFaul offered the audience a sharp, wide-ranging but balanced overview of the continuities between Obama’s and Trump’s policies and the stark difference in rhetoric between these two Presidents. He used dynamic representations of isolationists versus internationalists, and realists versus liberals to explain that foreign policy differences exist within political parties rather than between them. Prof. McFaul took the audience around the globe, with timely accounts of the continuities, the positive changes and the adverse changes in US foreign policy under President Trump in, for example, the Middle East, Europe and Asia.  Overall, he argued that democratic institutions in the US are open to evolution and renewal; that the structures of American leadership are still robust; and pointed to different historical periods (as during the inter-war period in the 1930’s; the rise of communism in the 1950’s; the rise of the Soviet Union in the 1970’s and Japan’s rapid ascendance in the 1980’s) when pundits declared America’s demise only to be proven wrong. Prof. McFaul asserted that current “predictions of permanent American decline is premature.”  Prof. McFaul, however, did point to North Korea as a major point of worry, which segued into the panel discussion that followed.

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Professor Michael McFaul, Director of Stanford's Freeman Spogli Institute for International Studies,
keynotes SCPKU's Lee Shau Kee World Leaders Forum.
Courtesy of Stanford University.


What will happen with North Korea was a focus of the lively high-level panel discussion chaired by Professor Jean C. Oi on “The US, China and Asia Pacific” with Karl Eikenberry, Former US Ambassador to Afghanistan, Director of US-Asia Security Initiative at Stanford; Kathleen Stephens, Former US Ambassador to the Republic of Korea and William J. Perry Fellow at Shorenstein APARC of Stanford; Thomas Fingar, Former chairman, National Intelligence Council; Former Assistant Secretary of State for Intelligence and Research; Shorenstein APARC Fellow; Yu Tiejun, Associate Professor and Vice President of the Institute of International and Strategic Studies at Peking University; and Zhu Feng, Executive Director, China Center for Collaborative Studies of the South China Sea and Director, Institute of International Studies at Nanjing University.


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SCPKU World Leaders Forum panelists discuss future of US-Asia Pacific relations.
Courtesy of Stanford University


Prof. Fingar started the discussion on US-China relations, flatly rejecting the realist theory of conflict between rising and declining powers and the notion that “two tigers cannot get along.” He pointed out that interdependencies between the US and China have grown and that the US and China have more in common than ever before. Yet, with growing interdependence, chances for friction have also increased; thus, “having more issues,” he stated, “does not necessarily mean that the relationship is more fragile – perhaps the opposite [is true].” He also stated that China faces enormous challenges domestically and internationally, and that the US will be reacting to China rather than the other way around.


Amb. Stephens, Prof. Yu and Prof. Zhu all turned the discussion more squarely towards the intensifying North Korea missile crisis. The panelists all characterized this as a critical moment not only on the Korean peninsula but in all of Northeast Asia.  Amb. Stephens stressed how important this is in the working relationship of the US and China as they strive to manage future crises and issues. While everyone found agreement on one common point – i.e., the implausible prospects of a “complete, verifiable, irreversible denuclearization” of North Korea -- each gave unique perspectives on what might happen on the Korean peninsula as the situation unfolds. Prof. Yu outlined three possible scenarios of (i) accepting North Korea as a nuclear power de facto; (ii) imposing increasingly draconian sanctions; and (iii) turning towards the military option against North Kore. But he did not express much optimism that any of these options would, in the end, provide good outcomes. Amb. Stephens, on the other hand, emphasized the strength and resilience of the US-ROK relationship stating “I wouldn’t underestimate [the US’] commitment to the ROK.” She also foresaw a future in which the US will conduct more military exercises, and install more anti-missile defense systems across Northeast Asia as a result of the North Korean threat – a prospect which, she surmised, the PRC would not welcome.


Prof. Zhu, on the other hand, offered a more optimistic perspective on the North Korean nuclear standoff by pointing to the increasing cooperation between the US and China. Asking the listeners to “please take the report that China is actively opposing North Korea seriously” he held out the hope that North Korea might return to the negotiating table once it saw that China was supporting the United States.


Amb. Eikenberry, as the final panelist to share his remarks, took the discussion to the broader Asia Pacific level and drew distinctions on “Asia Pacific” and “Indo Pacific,” as the latter description better reflects maritime flows, the geographical layout as well trade flows more accurately. He invited panelists to depict what would happen in different possible scenarios and outcomes relating to military crisis in the region. The panelists shared their views on action options involving sanctions and multilateral agreements, and agreed that countries should focus on achieving shared goals. 



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The Knight-Hennessy Scholars Program held an information session at SCPKU on February 27.  The session was led by John Hennessy, the inaugural Shirram Family Director of the program after serving as Stanford's 10th president from 2000-2016, and Derrick Bolton, Dean of Knight-Hennessy Scholars Admission.  

The Knight-Hennessy Scholars program is a new graduate-level scholarship aimed at preparing the next generation of global leaders to address the increasingly complex challenges facing the world. Starting in fall 2018, the program will annually select up to 100 high-achieving students with demonstrated leadership and civic commitment, who will receive full funding to pursue a graduate education at Stanford. Scholars may pursue studies at any of the university’s seven internationally top-ranked graduate schools, and will be educated to navigate across business, government, academia, and nonprofit sectors.

The last of four Knight-Hennessy Scholars information sessions held in China, the event at SCPKU drew a large crowd of students, young professionals, and parents from the Beijing area who came to learn more about the program.

News coverage from the event (in Chinese) may be viewed here. See for more information about program format and admissions.



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Formal organizational structures have expanded, worldwide, over recent decades, particularly in the neo-liberal period. In the background are the scientization of many aspects of social life, expanded conceptions of human empowerment, and the consequent explosive expansion of education.  Educational systems have a great deal in common worldwide, so expanding international organizational structures are also common. Prof. Meyer will discuss the domestic and international expansion of organizations, including for-profit, non-profit, and public agencies of all sorts, and the consequential rise of social movements for organizational “social responsibility.” 

John W. Meyer is Professor of Sociology (and, by courtesy, Education), emeritus, at Stanford.  He has contributed to organizational theory, comparative education, and the sociology of education, developing sociological institutional theory.  Since the 1970s, he has studied the impact of global society on national states and societies. In 2003 he completed a collaborative study of worldwide science and its national effects. He is currently working on a collaborative project on the impact of globalization on organizational structures.  

For registration, please email your name, affililiation, number and event title to: 



 The Lee Jung Sen Building, Langrun Yuan, Peking University


John Meyer Professor of Sociology and, by courtesy, of Education, Emeritus Stanford University
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Lili Li, Program Coordinator at SCPKU, spoke with Graduate School of Business Assistant Professor Szu-Chi Huang about her research and the contributions SCPKU made to her research in China.

Q: How did your interest in consumer behavior and motivation develop?

Szu-Chi Huang: After receiving my undergraduate degrees in Business and in Financial Law from National Taiwan University, I pursued a career in advertising. While I enjoyed early success in the advertising industry, I found many managerial decisions puzzling. There are many things we don't know about consumers, such as what motivates them to make a purchase, to pursue a goal, to make donations etc. Therefore, after a few years working in the industry, I decided to pursue a PhD degree and conduct research to answer my questions related to consumer behavior and motivation.

Q: Could you give us a brief introduction to your research on “motivation in different stages of goal pursuit”?

Szu-Chi Huang: Through various projects, my collaborators and I examine the changes in the determinants of consumer motivation in different stages of goal pursuit and their impact on consumers' behaviors. When people first begin to pursue a goal, they are less certain about how to approach the goal and whether they can even attain the goal; however, after they have made a significant amount of progress and are getting near the end point of the pursuit, these uncertainties are alleviated, and they focus more on reducing the remaining discrepancy to attain the goal in a timely manner. Because of this switch in people's concerns during the course of goal pursuit, people are in turn motivated by different types of feedback and interact differently as they move from early stages to later stages of the pursuit.


Q: How does understanding motivation change help the motivators and consumers?

Szu-Chi Huang: Our findings provide valuable insights for marketers and organizations that aim to motivate consumers. By choosing the appropriate goal structure for consumers, providing relevant feedback that answers their concerns at the moment, and implementing relevant social infrastructures, organizations can continue to motivate consumers as they advance across various stages of goal pursuit.

Q: In what field/areas do you anticipate seeing the most impact from your research?

Szu-Chi Huang: Our work has important implications for rewards programs and loyalty programs, pro-social events (donation drives, fundraising), and joint goal pursuit programs such as weight-loss programs and smoke-cessation programs.

Q: Describe your research and its connection to China?

Szu-Chi Huang: My research focuses on what motivates people to pursue their goals. I conducted field study in a Chinese dining hall to capture people's food consumption behaviors. I've also collected charity data from China. We found that what motivates people from different cultures may be different -- while Chinese people may be more motivated by temporal impact such as leaving a legacy, US donors are more motivated by scale-based impact. In addition, we suspect that they are motivated to eat different types of "healthy" food, as defined by culture; we are still analyzing the data for this part.

Q: Why did you decide to apply for an SCPKU Faculty Fellowship?

Szu-Chi Huang: I wanted to collect data in China, and also start building collaborative relationships with scholars in China.

Professor Huang's presentation at SCPKU (Photo courtesy of Lili Li)

Q: How valuable was SCPKU's team in supporting your fellowship at SCPKU?

Szu-Chi Huang: Extremely valuable - they provided a nice office equipped with great IT as well as research and staff supports. Also, I had the opportunity to interact with faculty from other departments for collaborations.

Q: What were your fellowship objectives and were they met?

Szu-Chi Huang: My fellowship objectives were to conduct research and collaborate with scholars in China -- they are all successfully realized. SCPKU helped me achieve my objectives by providing facilities and support, but also giving me the flexibility to visit other departments (e.g., the management school) and work with the scholars there as well as in other schools.

Q: What did you learn during your stay and what were the most interesting experiences you had?

Szu-Chi Huang: My stay was wonderful. Chinese scholars are extremely productive and have great connections with the industry for field data. Also, the business environment in China is very different from the US -- it has its own infrastructure and culture. I would encourage my students to visit China and observe these differences themselves. This experience also inspired me to start developing a course that could capture and communicate these important insights and differences.

Q: List at least THREE words that come to mind which best describe your experience at SCPKU.

Szu-Chi Huang: Unique, creative, productive.

Q: Any future plans in China?

Szu-Chi Huang: I'd like to visit again in summer as well as next year, to further cultivate the research relationships I've built during this trip.

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