Wednesday, December 1, 2010

Webinar | The Indian Life Sciences Industry in 2010-2011: Opportunities between the United States and India

Date:  Wednesday, December 8th, 2010

Time:  9:00 AM (Eastern Standard Time) and 7:30 PM (Indian Standard Time).

Webinar Registration:  Register here.

Information:  Phone: (513) 369-4900  Email:  

India-US Business Network
2200 PNC Center, 25th Floor, 201 East 5th Street, Cincinnati, OH 45202
Ph: (513) 369-4900

Monday, November 1, 2010

JEKEM Vol. 2 Publication Notice

The Journal of Emerging Knowledge on Emerging Markets has just published
its latest issue at

Journal of Emerging Knowledge on Emerging Markets
Vol 2 (2010): Journal of Emerging Knowledge in Emerging Markets Second
Table of Contents

Jagdish Sheth

Editor-in-Chief's Note
Ashok Roy

How Emerging Market Firms Compete in Global Markets
Rajaram Veliyath, Lance Brouthers

International Trade as an Engine of Economic growth Revisited: A case of
Galen Smith, Kishore G. Kulkarni

The Nano Controversy: Peasant Identities, the Land Question and Neoliberal
Industrialization in Marxist West Bengal, India
Sarasij Majumder

Fractals: A More Dynamic & Multidimensional Approach to Business Analytics
Priya Roy

Understanding Brazil’s Oil Industry: Policy Dynamics and Self-Sufficiency
Erjia Guan

Turkey: Another $1 Trillion Emerging Economy?
Murat Doral

Hong Kong and the Pearl River Delta: The Emergence of a Super Zone
Carola B Ramon-Berjano

India’s Emerging Technology Commercialization Policy: Lessons From The
American Model
Roop Singh, Sonali Tare

Flying Towards the Successful Skies:The Emerging Region Multinationals
Roli Nigam, Zhan Su

Economics and Psychology: Exciting Interface in the Emerging Market Milieu
Sudhanva Char, Cherry A. Collier

Journal of Emerging Knowledge on Emerging Markets

Thursday, September 23, 2010

Call for Papers | ASIA-USA Partnership Opportunities

Symposium on ASIA-USA Partnership Opportunities (SAUPO)
April 8, 2011 Friday
Call For Papers and Presentations

Topic Areas
All areas of arts and humanities, business, information sciences, education, social sciences are invited

Purpose of the Call for Papers and Presentations:

The Kennesaw State University (KSU) Asian Studies Program announces the Call for Papers and Presentations on a new global interdisciplinary “Symposium on Asia-USA Partnership Opportunities.” The goal of this conference is to share ideas in a unique format which addresses the interests of scholars, practitioners, and administrators in working together between the USA and Asian countries such as China, Japan, Korea and India. This symposium will serve as a platform for governments, universities and corporate entities to address critical strategic needs of the businesses they intend to serve in Asia and the U.S.  Speakers from multinational companies with operations in Asia and the USA will be present, as well as academicians to discuss both domestic and global concerns between these nations. Diplomats and policy makers from China, Japan, Korea, India and the U.S. will be present at the conference as well. Dr. Jagdish Sheth, renowned scholar and world authority in the field of marketing, will be the featured dinner keynote speaker.

The theme of the 2011 conference is: Globalization and Asia-USA partnership

Consistent with the theme of the Conference, the submitted papers and presentations are expected to address the following questions: 
  1. Given the future global political, business and cultural climate, what changes in common business and operational processes and practices are required to create and sustain a competitive advantage for Asian-owned companies in the USA?
  2. What are the challenges and opportunities American businesses need to pay attention to when doing business in Asia or with Asians?
  3. What do companies need to understand about the interplay among governments, politics, cultures, and business practices in Asian societies?
  4. What actions should be taken by businesses, academic institutions and governments to be more proactive as well as responsive to the complexities characterized by this Globalized Era?

The following represent some of the paper and presentation topics of interest:
  • Identification of current opportunities, challenges, and threats in creating and sustaining competitive advantages
  • Exploration of processes and practices of managing multinational corporations
  • Examination of governmental policies toward businesses and specific industries
  • Knowledge and skills of intercultural practice in successful business relationships
  • Theories and emergent research on the interplay between businesses, governments, and politics
  • Corporate Social Responsibility in American and Asian contexts
  • Opportunities for non-profit organizations between Asia and the U.S.

Abstract Submission Guidelines:
  1. One page abstract of 250-300 words to be submitted by 1st December, 2010.
  2. Abstracts should be sent to
  3. Subject line of the email, indicate “2011 SAUPO Conference Paper Abstract – X” where “X” stands for the letter that specifies the primary theme or category for your paper as described below.
  4. Primary theme or category for your paper and presentations (choose one):
  1. Opportunities, challenges, and threats in creating and sustaining competitive advantages
  2. Processes and practices of managing various sized businesses
  3. Governmental policies toward businesses and specific industries
  4. Intercultural communications in successful business relationships
  5. Theories and practices on the interplay between businesses, governments, and politics
  6. International or global education
  7. Other Emphasis  

Selected papers from the conference may be eligible for publication in a special issue of the Journal of Emerging Knowledge on Emerging Markets (JEKEM).  If you would like to have your paper considered for publication in JEKEM, please submit the full manuscript of the paper by 15th January 2011. Manuscripts must be prepared by SMA Style Guidelines. Manuscripts will be double-blind reviewed for acceptance according to JEKEM procedures. Please indicate in the email submission of your abstract if you would like your manuscript to be considered for publication in JEKEM.

At least one author of each accepted paper (abstract) must attend the conference and present the paper.

The location of the conference at Kennesaw State University, located outside Metro Atlanta, Georgia, serves as an ideal venue for such a gathering of this momentous scale.

Questions regarding the Call for Papers may be directed to:
Dr. Leila Borders (, Dr. Sarasij Majumder (, or Dr. Guichun Zong (, Co-Chairs of the Program Committee
More information about the conference can be found at

Tuesday, June 22, 2010

Call for Copy Editor Positions

The Journal of Emerging Knowledge on Emerging Markets, an ICA Institute Publication invites volunteers for the role of online Copy-Editors for the upcoming issues. All core tasks of the Copy-Editors may be accomplished online.

The following comprise the major tasks of a copy-editor ( who will be responsible for roughly, 3-5 articles per issue; two issues per year)
1. Critical evaluation of the quality of text (argument-building, writing style, coherence, sentence structure, grammar, formatting and spelling)
2. Suggesting suitable titles, captions etc., if needed
3. Coordinating with authors on the improvement of articles
4. Delivery of the finally formatted articles to the journal for publication

1. Strong English language and grammar skills
2. Background in literary/technical/news writing preferred; but not required

We are unable to provide any monetary compensation. Profiles of the appointed copy-editors shall be featured on the ICA Institute's website. Also, the appointed persons shall be mentioned in the respective issues of the journal. JEKEM strives to grow as a globally leading working papers journal in the domain of international business, economics and policy. The team members shall be the preferred candidates for several other exciting roles that may come up in future in JEKEM or at ICA Institute.

Interested persons may send a short profile mentioning relevant experience and qualifications (a professional resume is not required). Writing samples would help (could be a blog/website/email attachment). Please correspond through email only: Email Title: "Copy Editor".

Prashant Das
Associate Managing Editor
Journal of Emerging Knowledge on Emerging Markets
India China America Institute

Friday, April 16, 2010

A New Avatar of Outsourcing

Recent trends suggest a new wave of outsourcing opportunities that Americans may end up falling in love with. The “Global Outsourcing 2020” event co-organized by the ICA Institute in Atlanta spurs this debate on “Reverse Outsourcing”.

Prashant Das
India China America Institute Newsletter

A janitor in an empty American office answers a phone call: “I’m the only one left. They have outsourced…everyone else”. This is a snapshot from a series of cartoons that two University of Missouri professors analyzed in their research (2009) titled “Funny Business: Public Opinion of Outsourcing…” What started as a cost-cutting measure by US companies during Y2K era later became a hot topic of discussion in several disciplines including Information Systems, Business, Policy and Political science. While “outsourcing” and “off-shoring” created immense job opportunities in emerging economies (India and China) in particular, they also became huge socio-economic issues for Americans.

Several experts argued that companies that outsource for short-term goals are short of vision. These arguments strengthened with increased service costs of the outsourcing companies. Simpsons and other American satires vehemently reflected the public sentiments about outsourcing by showing the menaces of job-losses, poor customer-care service and communication (language/accent) issues.
In the meanwhile, the “outsourcing” companies kept expanding: in size, revenue, geographic foot-print, and product breadth & depth. With time, outsourcing seems to have become an integral part of the global business environment. Have a look at the Google Search Volume Index for the keyword “outsourcing” [Fig-I].

With time, the interest about outsourcing seems to have gone down. Now, look at the historical stock price trends of top Indian IT-off shoring companies [Fig-II] which tell an entirely opposite story. Surprised to see the contradiction? Don’t be. The anomaly is, perhaps, because outsourcing has become so integral to business-processes that people are not much amused by this concept any more. A similar contradiction lies in the Google Search Volume Index for the term “Reverse Outsourcing” [Fig-III]. As the curiosity about “outsourcing” decreases, internet-surfers worldwide have been showing greater interest in learning about “Reverse Outsourcing”.
We, at India China & America Institute, canvassed expert opinions on this emerging trend during our recent conference titled “Global Outsourcing 2020” in Atlanta. As a series of distinguished speakers including diplomats, academics and business-leaders shared their insights, there seemed to be a consensus about the changing global business landscape: both in terms of the workforce and emerging technologies. Dr. Jagdish Sheth (a world authority in the field of marketing) pointed out the emerging trend of “Reverse Outsourcing”. Although reverse-outsourcing has multilateral, globally dispersed stakeholders, US, India and China remain the focus of our discussion. Interestingly, the interest about outsourcing among the India-China-America (ICA) triad seems to exhibit historical harmony. I analyzed the Google search pattern about “outsourcing” in the ICA triad since 2004 and discovered statistically very significant correlations between them (USA-India: 0.9; USA-China: 0.2; India-China: 0.2).

As the trends on “reverse outsourcing” have started building up; there seems to be numerous schools of thought about what exactly it means. Search the internet about “Reverse outsourcing”, and you will only be more confused; as all interpret this term in their own ways. I do not want to conduct a semantic discussion. Yet, here is our take on “reverse outsourcing”: it is the reversal of outsourcing pattern between two markets consisting of businesses and workforce.
What follows is a discussion on three types of business-models projected as “reverse outsourcing” on different sources. Their interpretations might be correct in their own right; yet, I take the liberty to name two of them otherwise; and identify only one of them as “Reverse outsourcing” in its “true sense”. Please note that the discussion is in the context of US, India and China only.

Non-Core Diversification:
Some large American companies start selling their non-core competencies to other companies (mostly, within a geography) who may not be their conventional clients. A classic example is Amazon, primarily a book-selling company which, in 2006 formed Amazon Web Services to provide IT Infrastructure services in the ‘cloud’ to a new set of clients. Earlier, they were providing e-Business solutions to their non-conventional customers such as Borders. Another example is Walmart Realty, a division of the retailing behemoth Walmart stores, Inc. which provides real estate services to its clients. In contrast to Walmart’s conventional customers (retail buyers), Walmart Realty serves an relatively non-conventional customer base: businesses and stores.
Walmart might have considered outsourcing its real estate practice, a non-core business activity. Instead, they retained this practice within their own organization structure; and later leveraged on the built-up competencies to diversify their product portfolio. Is not this about “prevention” or outsourcing as opposed to “reversal”?

Recently, several non-American companies (and individuals) have been hiring American individuals to do smaller chunks of work. Websites like, and act as matchmakers between individuals with specific skills and employers with relatively smaller, yet skill-specific tasks. ABC TV-channel recently reported that American freelancers made around $15 millions from non-US companies through this model.
“Retailed-outsourcing” would probably be a more appropriate name for this business model. The job-takers could very well be from India and China as much as from the US. “The reversal” of outsourcing, again, does not clearly manifest in this model.

Reverse Outsourcing:
Viola! The Reverse outsourcing happens when a foreign (say, Indian, Chinese or Brazilian) outsourcing company hires American employees. Motivations are multiple: cutting the travel and visa costs of employees from home countries, better understanding of the American markets (reducing the cost of “reworking” caused due to poor understanding of client requirements), higher client penetration in the American markets, and diversification of talent pool. A Chinese company, for example, is reported to have hired Lakota Express Inc., a small company owned by American natives to accomplish “proof-reading” tasks of their deliverables. An Indian minister recently claimed that between 2004 and 2007 US earned around $105 Billion through jobs provided to Americans by companies with Indian head-offices. Indian IT giants such as TCS, Infosys and Wipro have been expanding (or plans to) their American employee-base in Cincinnati, Dallas and Atlanta respectively. These development/delivery centers are managed and trained by Indians. Here lies the reversal of outsourcing trends in its true meaning!
Apart from serving the business needs of the foreign companies, Reverse outsourcing may also help in improving public sentiments in the US about outsourcing. In fact, some thinkers believe that through the reverse outsourcing models, companies headquartered in emerging markets have contributed towards the economic recovery of the troubled US markets.
Reverse outsourcing is yet to define sustainable business practices for itself. Both American and foreign-parties need to leverage on each other’s respective capabilities. The equity of roles of both parties will have to be ensured so that not only is the optimal blend of workforce achieved, the two markets (US and foreign) are well understood and tapped.
In an ABC channel video a panelist was educating the American workers on how to set up a “personal connection” with their Indian clients. “…We work in different continents; but we are all part of this small world…” she urged. For sure, Reverse outsourcing has a promise to yield the best of the two worlds.

Tuesday, March 30, 2010

The Kumarajiva Expedition

The Expedition
Retracing Kumarajiva’s travels, the expedition will undertake a complete circuit of the Taklamakan desert in Xinjiang Uighur Autonomous Region of China, travelling in a Landcruiser convoy over 6000 km and exploring the ancient cities, caves, crafts and flora on the Northern and Southern Silk Routes. This unique journey-- starting and finishing in Urumqi, China-- from 3 to 28 September 2010, coincides with 60 years of Sino-Indian diplomatic relations.
Kumarajiva was a Buddhist scholar (344-413 A.D.) whose father was Indian and whose mother was a Chinese princess from Kucha, Xinjiang. He studied both Hinayana and Mahayana Buddhism and was renowned as 'the Great Translator' for his translations inter alia of the Diamond Sutra and the Lotus Sutra from Sanskrit into Chinese. He studied in Kashmir and then travelled the entire Silk Route from India to Yarkand and thereafter to Turfan and Dunhuang. Incidentally, the Diamond Sutra is the first ever complete printed work (Dunhuang 868 A.D.), well before Gutenberg’s invention in Europe.As a Buddhist, Kumarajiva was a universalist, venerated nature and was spiritual, but also a great traveler, scholar and diplomat. He learnt Chinese during a short spell in captivity, well enough to communicate and ultimately to translate, and rose to high office as Imperial Guru.
Expedition Theme and Purpose
The Silk Route symbolized globalization and universality at its earliest, and Kumarajiva likewise the spirit of learning, enquiry, brotherhood, goodwill and peace. Today, when India and China---two ancient civilizations—are reinventing themselves as modern and developing States, Kumarajiva’s example and values are particularly important. With India and China celebrating 60 years of diplomatic relations in 2010, the expedition is thus relevant and timely.
Kumarajiva Expedition Members
The 7 persons constituting the expedition team (details below) live in different parts of the world, and are highly regarded for their contributions in their own fields of endeavour. They are well-traveled global citizens united in the pursuit of the expedition mission.
  • Ravi Bhoothalingam: Psychologist, company director and former corporate CEO, with an abiding interest in China and High Asian civilizations. Knows Mandarin, and is deeply involved in Sino-Indian business and cultural initiatives.

  • Sushama Bhoothalingam: Linguist and practitioner in natural childbirth and geriatric care. Her main focus on the journey will be on women’s issues.

  • Jay Dehejia: Former high-powered telecommunications expert and global multinational senior executive, now active in social entrepreneurship and education.

  • Vidya Dehejia: Professor at Columbia University, New York and an authority of world repute on Indian art, art history and archaeology. A complete list of her publications and academic contributions is available on

  • Jenny Halsey: Having spent 25 years travelling the world as a UK Foreign Office wife, she was able to indulge her passion for garden design and botany –even in the deserts of Saudi Arabia--and looks forward to the Taklamakan.

  • Surjit Mansingh: Professor at the American University, Washington D.C. (formerly of the Indian Foreign Service and Jawaharlal Nehru University, Delhi), she is a recognized authority on international politics and foreign relations.

  • Neeta Premchand: Paper has been her passion. She spent several weeks in Japan learning to make it and has since written a book, having visited almost every place where it was made by hand, except Khotan, now on the Expedition route.
The members on their return will make presentations and write articles in newspapers, magazines and learned journals, lecture and hold photographic and other exhibitions in prominent learned Societies and cultural organizations, and give TV and press interviews.
Every member undertakes to advance in his or her unique way, international understanding and knowledge through this special and unusual venture.
The Kumarajiva Expedition welcomes sponsorship, encouragement and support from those who share its goals. Particularly welcome would be assistance which will facilitate members in the following:(i) free entry to all major cultural relic sites in Xinjiang, and viewing of original sites and artifacts (rather than replicas);(ii) free photography therein;(iii) free access to reserved areas such as the Loulan mummies;(iv) access to media and TV.

Contact and further information
Ravi Bhoothalingam (Kumarajiva Expedition leader)
TeL: +91-124-2396448, (mobile): +91-9811112666


Saturday, February 6, 2010