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To analyze the industrial development of South, East, and Southeast Asian nations in terms of investment and trade and how the institutional environment – in particular, the government policy with regard to outward foreign direct investment (OFDI) – has played a role in this respect.

The chapter puts OFDI policy and industrial upgrading in newly industrialized, emerging, and developing Asian economies (NIEDAEs) in historical perspective to attempt to draw inference from their past behavior.

The chapter provides information about each NIEDAE’s experience with OFDI policy through a comparative analysis of OFDI promotional policy.

A useful source of information about each NIEDAE’s OFDI policy approach, the chapter attempts to draw recommendations for OFDI policy.

This chapter fulfills an information need and offers practical help to government policy makers.

Although the general theory of greenhouse warming has been understood by scientists since the end of the nineteenth century, an international regime to address the problem of climate change began to develop only in the late 1980s.¹ In the decade and a half since then, the regime has undergone a remarkable evolution. In 1992, states adopted the UN Framework Convention on Climate Change (UNFCCC), which took effect in 1994 and serves as the “constitution” for the international climate change regime.² In 1997, the UNFCCC was supplemented by the Kyoto Protocol, which requires industrialized countries to reduce their emissions of carbon dioxide and five other gases that contribute to the greenhouse effect (so-called “greenhouse gases” or GHGs for short). And the 2001 Marrakesh Accords further elaborate the Kyoto Protocol's regulatory regime, setting forth detailed rules for how the Kyoto Protocol will operate.

The chapter is devoted to considering the aspects of the COVID-19 pandemic influence on the global and Russian electronics industry. The work aims to examine the impact of the COVID-19 pandemic on the electronic industry in the world and Russia from various angles. As a result of the study, the main features of the global electronic industry are highlighted, including leadership of Western European countries, Japan and the United States in the segment of high price electronics; the leadership of the new industrial countries in a lower price segment; active development of microelectronics as an electronics industry segment and its colossal role in the economy of modern countries; the trend towards acquisitions of small companies by large corporations and other industry. Key problems of the Russian electronics are identified, including a small fraction of the global electronics dependence of Russian industry on imported electronic components, a huge backlog of electronic industry of Russia in comparison of world leaders and the newly industrialized countries, technological backwardness of many enterprises of electronic industry, the low level of qualification as a whole industry. The novelty of the research is highlighting the impact of the COVID-19 pandemic on the electronics industry. The study highlights both negative consequences (decline in production of many electronic enterprises, disruption of supply chains, insufficient financing of the industry) and positive aspects (active growth of the segment of household appliances and electronics), as well as an impetus to the development of new directions of world electronics (radio-photonics, optoelectronic and quantum technologies, artificial intelligence, laser technology).

Historically, Asia was known for its history of ancient civilizations, philosophies and religions, performing arts and exotic lifestyles, and of course, spicy culinary specialties. The rest of the world made tremendous efforts to discover this land of charm and mysticism. Asia, however, was not known for its economic scores. In general, the Asian economies were preindustrialized, traditional, and agricultural. The share of gross domestic product (GDP) from the agricultural sector was relatively large as the industrial revolution had yet to reach Asia. People farmed with primitive indigenous tools and the marginal productivity of labor was low. Hence, the income of the individual farmer, man or woman, remained insignificant and poverty was the overall end product. As late as the 1970s, ranking economists questioned if Asia beyond Japan could ever industrialize (Krugman, 1994; Lau and Kim, 1994). The doubt is no more. The historic success of the import–export-led growth model in the context of Asia has been robustly explained (Klein, 1990). The world now marvels at the success of Asia's industrial revolution.

The growing foreign labor population has become a major political issue in Taiwan. However, there has been a lack of understanding about foreign laborers in Taiwan from foreign laborer perspectives. This ethnographic case study focuses on foreign laborer perspectives and examines social contexts, conditions, and support for Filipino and Thai laborers at a meatpacking factory in rural southern Taiwan. The findings suggest that foreign laborers are pushed by family financial needs and pulled by higher wages and labor shortages in Taiwan meatpacking factories. Also, these laborers work and live under difficult conditions and lack social welfare and support.

Encouraging technology-based entrepreneurship is central to the policy agendas of governmental and non-governmental economic development agencies in many industrialised and newly industrialising countries. Entrepreneurs are central to venture creation and evidence indicates that, following secondary and, typically, tertiary education, most work for one or more employers prior to establishing a technology-based venture on their own or with others. As a result of this ‘entrepreneurial apprenticeship’ many technology entrepreneurs establish businesses in their mid-to-late 30s. Developing a thorough understanding of product/service markets and devising strategies to access, serve and support customers are major challenges for founders of technology-based businesses. Ventures established by individuals or groups with relevant commercial experience benefit from the know-how and networks of their founders. This chapter explores the role of university business plan competitions in stimulating entrepreneurial activity and technology transfer from two universities in Northern Ireland by focusing on entrants in the 2007 £25k Enterprise Award Scheme business planning competition. Such initiatives tend to attract students/recent graduates and members of university staff and raise the question as to how such teams develop commercially robust ventures, given that, on the face of it, most have little or no commercial experience. Based on analysis of the business plans of the top 10 ventures from the 2007 competition this chapter explores characteristics of the entrepreneurial teams, their choice of product/service offerings and aspects of the markets they target.

Compensation systems have been shifting away rapidly from a fixed-wage contractual payment basis in many nations around the world (Ben-Ner & Jones, 1995). Particularly prominent is the explosion in the use and interest in employee financial participation schemes, such as profit sharing, employee stock ownership, stock option, and team incentive (or gainsharing) plans. With the rising use and interest in such employee financial participation schemes, many studies have examined their effects on enterprise performance in industrialized countries.¹ Most prior studies consider either profit sharing plans (PSPs) in which at least part of the compensation for no executive employees is dependent on firm performance (typically profit)² or employee stock ownership plans (ESOPs) through which the firm forms an ESOP trust consisting of its nonexecutive employees and promotes ownership of its own shares by the trust.³ Moreover, an increasing number of firms (in particular “new economy” firms) are extending the use of stock option plans (SOPs) to include nonexecutive employees in recent years.⁴ Finally, with the rising popularity of “high-performance workplace practices (notably self-directed teams),” more firms are introducing team incentive plans (TIPs), which makes at least part of the compensation for employees dependent on performance of the team or work group to which they belong.⁵