News & Highlights

  • June 2023
  • MBA EXPERIENCE

Elisa Djuhar (MBA 2023) from Singapore: Five Lessons from My First Year at HBS

Elisa Djuhar (MBA 2023) is from Singapore. She has a Bachelor’s Degree in Food Science from Cornell University. Before HBS, she oversaw research and development, and quality and safety of food products at various CPG companies. Djuhar says, "Never in my wildest dreams did I ever think that I’d get into Harvard, let alone HBS. I didn’t apply to Harvard for undergrad because I was too intimidated, and I almost did the same for HBS. I thought it’d be a waste of time, effort, and money because I’d get rejected anyway. But I am so glad I did apply! I’ve never been in such a diverse, stimulating, and inspiring environment. I’ve learned so much, I’ve been challenged and pushed outside of my comfort zone, and I’ve grown in ways that I could not have imagined."
  • May 2022
  • EVENT

Virtual Case Discussion with Professor Krishna Palepu on Restoring Trust in Tech Platforms

In the celebration of the HBS Case Centennial, the Asia-Pacific Research Center co-hosted a virtual case discussion in partnership with the India Research Center, HBS Executive Education, and Harvard Business Publishing in May 2022. Professor Krishna Palepu led the discussion on Restoring Trust in Tech Platforms, using the Preserving Trust at Care.com (A) case to explore the causes of this distrust and what the platforms can do to respond constructively to this challenge. The session was held among HBS alumni in Asia followed by a Q&A with local faculty on the teaching plan and subtleties of teaching a case online. More than 260 HBS alumni, faculty observers, HBS staff, and MBA admits participated in the session.
  • March 2022
  • EVENT

5th Annual Women Leadership Forum

This march Harvard Center Shanghai organized the 5th Annual HBS Women Leadership Forum together with HBS Gender Initiative, HBS Clubs of Shanghai and Beijing. Nancy Dai, Managing Director and Executive Director, Harvard Center Shanghai; Executive Director, Asia-Pacific Research Center, moderated the forum by using a fictional women-in-business case to facilitate an interactive discussion. Five panelists (Janine Feng MBA 1996, Yiru Zhou GMP18, Yanyan Gong MBA 2004, Annabel Lin SELPCH2019, and Sherry Ding) shared their personal experiences on their own career choice, career development, and entrepreneurship as female business leaders. The forum exhibited HBS research and studies on gender issues and facilitated discussion about how females in Asia can break the glass ceiling, advance their careers, and be the best they can in their work and life. More than 420 participates joined the live webinar including Harvard alumni and friends from various countries in the Asia-Pacific region.
  • March 2022
  • Events

Webinar on Behind-the-Scenes: A Glimpse into Case Writing at the Asia-Pacific Research Center

Harvard Business School Publishing and the Asia-Pacific Research Center co-organized an event this March to celebrate the HBS Case Centennial. APRC researchers delivered a presentation on case writing at HBS, using examples from their previous cases, providing useful tips and best practices, and highlighting recently published cases from the region. Participants had the opportunity to share their case writing experiences and challenges, suggest current topics in their region, and offer ideas for future sessions. The webinar aimed to build community and facilitate interaction and exchange of ideas among fellow educators. Event participants comprised of faculty members from various institutions in the Asia-Pacific region who are interested in writing and/or teaching cases.

New Research on the Region

  • Fall 2022
  • Article
  • International Security

China's Political Economy and International Backlash: From Interdependence to Security Dilemma Dynamics

By: Margaret Pearson, Meg Rithmire and Kellee Tsai

Contrary to expectations that economic interdependence might lessen security conflict between China and the U.S. and its allies, much of the contestation between China and several OECD countries has focused on firms and economic links. This paper explains the intensification of economic contestation between China and several OECD countries by showing how changes in China’s domestic political economy have generated security dilemma dynamics. Since the mid-2000s, the Chinese Communist Party’s approach to the economy has become increasingly securitized, such that the developmental goal of economic growth, which required accommodation of the private sector, has been overshadowed by a strategy of political control and risk management for regime survival. We term these changes “party-state capitalism,” and identify two signature manifestations: 1) expansion of party-state authority in firms through changes in corporate governance and state-led financial instruments; and 2) enforcement of political fealty among various economic actors. Together, these trends have blurred the distinction between the state and private capital and resulted in several forms of backlash, including intensified investment reviews, campaigns to exclude Chinese firms from prominent sectors, and novel domestic and international institutions to address perceived threats from Chinese actors. We conclude that the uniqueness of China’s model has prompted significant reorganization of the rules governing capitalism at the national and transnational levels.

  • August 2022
  • Case

One Tiger Per Mountain: The He Family Office

By: Lauren Cohen, Fei Wu and Grace Headinger

Roy He, founder and majority shareholder of his family construction material production company, was preparing to pass down the family business through its first generational handover to his children. His decision would establish his familial legacy and set a precedent for both future generational takeovers and the future of family unity and identity. To assist, He had brought in Hefeng Family Office to develop his succession plan by establishing a family ownership structure, governance system, family trust, and family agreement. However, he remained dubious: was now the time for him to step back and pass on his legacy to the next generation? He remained reluctant to give up control of the company, and the succession process would require passing on the majority of his shares to his successor. How should he establish a family governance structure that would protect the next generation’s interest and benefits while also allowing flexibility for future generations’ decisions? The structures were now in place, but was the family truly ready for him to pass the baton?

  • July 2022
  • Teaching Material

TraceTogether

By: Mitchell Weiss and Sarah Mehta

This Note provides guidance for teaching "TraceTogether," HBS Case No. 820-111.

See more research

Hong Kong Staff

Billy Chan
Researcher
Kitty Chow
Executive Secretary
Dawn Lau
Associate Director
Connie Yeung
Office Manager

Shanghai Staff

Nancy Dai
Managing Director and Executive Director, Harvard Center Shanghai; Executive Director, Asia-Pacific Research Center
Bonnie Cao
Researcher
Shu Lin
Researcher
Vina Tang
Program Manager
Tracy Qin
Assistant Manager for Administration
Sia Zhou
Senior Program Coordinator

Singapore Staff

Adina Wong
Senior Researcher