59 research outputs found
Rethinking Pakistan’s Development Strategy
Get PDFThe objective of this paper is to set out the key components of a development strategy for Pakistan. A fundamental premise of our analysis is that the world economic environment is changing dramatically and a development strategy today must position itself to take advantage of the changes taking place. The paper is divided into five sections: First, we provide a brief review of Pakistan’s experience with development strategies so far. Next, we discuss the changes that have occurred, or are taking place in the global economy, which have strategic relevance for Pakistan. In the third section we look at the current situation in Pakistan with regard to the potential drivers of growth, based on the earlier discussion of the global developments. In the final section key elements of an alternative development strategy for Pakistan are outlined
South Asia: A development strategy for the information age
Get PDFOver the last 50 years, Asia has been the most successful region in the world in terms of rapid economic development. The success of Asia is largely because of the adoption of the (Manufactured) Export-Oriented Growth Strategy or (M)EOGS by one group of countries after another. (M)EOGS, modeled on Japan’s postwar strategy, was successfully followed by the four “Asian tigers” (Hong Kong, China; Singapore; Republic of Korea; and Taipei, China). It was subsequently, adopted by a number of Southeast Asian countries (Indonesia, Malaysia, and Thailand), followed by the People’s Republic of China (PRC) and, more recently, by Viet Nam. The question is: Will this process continue to extend to other countries in Asia, with South Asian countries ultimately becoming the manufacturing export power houses of the future? The answer to the first part of the question is probably yes, and to the second part, probably no—and therefore the need for an alternate strategy. This paper looks at some features of (M)EOGS in East/Southeast Asia, its limitations in the case of South Asia, and then present an alternative development strategy which may be more appropriate for South Asia.Alternative development models; Trade; Regional cooperation; Economic integration; South Asia
Rethinking Pakistan's Development Strategy
Get PDFThe objective of this paper is to set out the key components of a development strategy for Pakistan. A fundamental premise of our analysis is that the world economic environment is changing dramatically and a development strategy today must position itself to take advantage of the changes taking place. The paper is divided into five sections: First we provide a brief review of Pakistan's experience with development strategies so far. next we discuss the changes that have occurred, or taking place in the global economy, which have strategic relevance for Pakistan. In the third section we look at the current situation in Pakistan with regard to the potential drivers of growth, based on the earlier discussion of the global developments. In the final section key elements of an alternative development strategy for Pakistan are outlined
South Asia: A development strategy for the information age
Get PDFOver the last 50 years, Asia has been the most successful region in the world in terms of rapid economic development. The success of Asia is largely because of the adoption of the (Manufactured) Export-Oriented Growth Strategy or (M)EOGS by one group of countries after another. (M)EOGS, modeled on Japan’s postwar strategy, was successfully followed by the four “Asian tigers” (Hong Kong, China; Singapore; Republic of Korea; and Taipei, China). It was subsequently, adopted by a number of Southeast Asian countries (Indonesia, Malaysia, and Thailand), followed by the People’s Republic of China (PRC) and, more recently, by Viet Nam. The question is: Will this process continue to extend to other countries in Asia, with South Asian countries ultimately becoming the manufacturing export power houses of the future? The answer to the first part of the question is probably yes, and to the second part, probably no—and therefore the need for an alternate strategy. This paper looks at some features of (M)EOGS in East/Southeast Asia, its limitations in the case of South Asia, and then present an alternative development strategy which may be more appropriate for South Asia
Leadership and change in city management proceedings of a forum in Tokyo, Japan, 16-20 february 1998
No full textFighting urban poverty proceedings of a forum in Shanghai, People's Republic of China, 26 - 29 June 2000
No full textRethinking Pakistan's Development Strategy
No full textThe objective of this paper is to set out the key components of a development strategy for Pakistan. A fundamental premise of our analysis is that the world economic environment is changing dramatically and a development strategy today must position itself to take advantage of the changes taking place. The paper is divided into five sections: First we provide a brief review of Pakistan's experience with development strategies so far. next we discuss the changes that have occurred, or taking place in the global economy, which have strategic relevance for Pakistan. In the third section we look at the current situation in Pakistan with regard to the potential drivers of growth, based on the earlier discussion of the global developments. In the final section key elements of an alternative development strategy for Pakistan are outlined.Development Strategy, Growth, Globalization
Reforming Dhaka City Management papers presented at a Seminar in Dhaka, Bangladesh, 15 - 17 march 1998
No full textEntrepreneurship and Innovation in the Digital Economy
Get PDFIt is believed that Pakistan’s digital economy will follow a similar growth trajectory to India, but with a lag of about five to six years. This implies that the digital economy in Pakistan carries immense potential and is likely to see very rapid growth in the next five years or so. This paper provides an overview of Pakistan’s digital economy in terms of international players, successful local businesses and rising stars in different segments of the industry. We also evaluate the role played by incubation centers. The industry’s emerging financial landscape appears to be attracting international venture capital firms, which is surprising, given the country risk and monitoring and control issues that are usually seen as binding constraints to investment. However, these investors use models tested in Silicon Valley and in countries such as India to estimate the potential for increase in the capital valuation of digital businesses in Pakistan. This development has also started to attract local investors. As a result, we are seeing the emergence of a venture capital industry in Pakistan. Finally, we examine the policy environment in the country and find that the existing tax policies, which were designed for traditional businesses, could be a major obstacle to the growth of the digital economy. We conclude by recommending that the government review its tax policy in view of the different nature of digital businesses and adapt it accordingly
Pakistan: A Case of Premature Deindustrialization?
Get PDFWhile “deindustrialization” is now considered normal for developed countries, recent trends show that many developing countries have seen their share of manufacturing employment peak at far earlier levels of income than in advanced countries. This new occurrence, which blocks off the main avenue for a country to catch up with more advanced economies, has been called “premature
deindustrialization.” As a result of stagnation in manufacturing since 2007, Pakistan is on the brink – if not already in the process – of premature deindustrialization. This paper focuses on (i) growth trends in manufacturing and the economy, (ii) developments in the context of premature deindustrialization in Pakistan, and (iii) the change in the country’s structure of industry.
We adapt and apply the industrial sophistication index developed by Lall, Weiss, and Zhang (2005) to the Pakistan Standard Industrial Classifications in the Census of Manufacturing Industries. The structure of industry in Pakistan, Sindh, and Punjab is mapped from 1990–99 to 2005/06 (2010/11 for Punjab) on the basis of a sophistication index score. Our analysis substantiates the conclusion that Pakistan’s industrial structure has stagnated, drawing on analyses of export data in other studies. It also indicates that our finding of
modest upgrading in the industry sector on the basis of an intuitive division of industries into low-technology and high-technology industries may have been too optimistic. Revitalizing manufacturing growth will require Pakistan to once again adopt a proactive industrial policy to address the constraints and weaknesses of the manufacturing sector
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