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Do Good and Prosper: Interplay Between Philanthropy and Business Innovations

Do Good and Prosper: Interplay Between Philanthropy and Business Innovations

Author(s): Edison Tse

Edition: 1

Copyright: 2023

Pages: 170

Edition: 1

Copyright: 2023

Pages: 200

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Philanthropy consists of private initiatives for the public good. Market economy consists of private initiative for private good. Government welfare consists of public initiative for public good. In the literature, these three systems have been treated separately. However, there is a strong interplay among these three systems that would shape the social and economic dynamics in a nation. 

Two important messages are conveyed in this book. The first message is that there is a strong interplay between philanthropy innovation that create social value and business innovation that creates commercial value. The second message is that to achieve sustainable equitable economic growth, a coordinated effort among the three systems is required. 

Starting in 2009, a surge of Chinese internet companies integrate philanthropy into their corporate strategy that totally change the landscape of philanthropy system in China. Two visible changes were the formation of online charity platforms that greatly help the public foundations to raise money and the mass participation of young donors who are not necessarily rich. A deeper implication is that the disruption of the philanthropy system in China seems to be a real case example that reflects some degree of truth in the two messages that book wants to convey. 

In this book, I document the history of emergence of internet businesses in China, expansion of Chinese internet companies, and their active engagement in philanthropy as part of their corporate strategy. The two messages are conveyed through synthesis of the case history based on some theoretical foundation. 

Some highlights: 

  • Why successful US internet and mobile related companies failed in China?  
  • Innovative welfare products that turn massive young people to become engaged donors. 
  • Chinese internet companies strengthen the philanthropy ecosystem in China. 
  • The role that Chinese internet companies play in rural revitalizing projects in China. 
  • The three systems succeeded in eradicating extreme poverty in China by 2020. 
  • Chinese internet companies blend philanthropy innovation with business innovation. 
  • Sustainable growth for companies and nations

Preface
Acknowledgements 
CHAPTER 1: Together for Good with “Little Safflower" 
CHAPTER 2: The Rise of China 
CHAPTER 3: Create Social Value 
CHAPTER 4: Innovation in Building Engaged Donors 
CHAPTER 5: Innovation to Build a Strong Philanthropy Ecosystem 
CHAPTER 6: Innovation in Poverty Alleviation
CHAPTER 7: Create Social and Commercial Value 
CHAPTER 8: Philanthropy System, Sustainable Growth, and Common Prosperity 
References 

Edison Tse

Edison Tse is an associate professor in the Department of Management Science & Engineering at Stanford University. He received his BS, MS, and Ph.D. in Electrical Engineering from Massachusetts Institute of Technology. Professor Tse is also the Director of Asia Center of Management Science and Engineering, which has the charter of developing executive training programs for executives in Asian enterprises, conducting research on development of the emerging economy in Asia and establishing research affiliations with Asian enterprises, with a special focus in Greater China: China, Hong Kong, and Taiwan.

In 1973, he received the prestigious Donald Eckman Award from the American Automatic Control Council in recognition of his outstanding contribution in the field of Automatic Control. He had served as an Associate Editor of the IEEE Transactions of Automatic Control, and a co-editor of the Journal of Economic Dynamics and Control, which he co-founded.

Professor Tse has done research in system and control engineering, economic dynamics and control, computer integrated systems to support fishery management policy decisions, management and control of manufacturing enterprise, and industrial competitive analysis and product development. Tse developed a framework for analyzing dynamic competitive strategy that would shape the formation of an ecosystem supporting a value proposition. Within such a framework, he developed dynamic strategies for firms entering an emerging market, latecomers entering a matured market, and firms managing transformation. Using this framework, he developed a new theory on the business transformation of a company and the economic transformation of a developing economy. He applied his theory to explain China’s rapid growth since 1978, changing from a production economy to an innovation economy. His current research is extending the theory to managing product success, managing inflection point disruptions, sustainable growth strategy in a dynamic changing environment, and industries’ strategy responding to geopolitics disruption. Over the years he has made valuable contributions in the field of engineering, economics, and business creation and expansion. He has published over 180 papers on his research activities.

From 2004- 2015, he co-directed various Stanford-China programs on regional industry and enterprise transformation that were attended by high level city officials from various cities in China and high level executives from Chinese enterprises. Based on his research and teaching experiences in China, he wrote a book in Chinese “源创新 (Disruptive Innovation)” based on this theory and published in China in 2012. A second edition of this book, with new chapters incorporating some experiences of practicing the theory in China, was published in 2016 by China CITIC Press with a new title “重新定义创新(Redefine Innovation)”. From 2007-2013, he co-directed a Stanford Financial Engineering Certificate Program in Hong Kong that upgrades the quality of managers and traders in the financial institutions in Hong Kong

He was a co-founder and a Board member of Advanced Decision System (ADS), a technology company with emphasis on AI and advanced decision tools. The company was found in 1979 and later acquired by Booz Allen and Hamilton in 1991. In 1988, Verity was spun off from ADS with AI search engine technology developed in ADS to provide enterprise search software. He was a Board member of Verity representing ADS before Verity went IPO in 1995. From 2007-2010, he was a Board member of KBC Fund Management Co., Ltd.

Philanthropy consists of private initiatives for the public good. Market economy consists of private initiative for private good. Government welfare consists of public initiative for public good. In the literature, these three systems have been treated separately. However, there is a strong interplay among these three systems that would shape the social and economic dynamics in a nation. 

Two important messages are conveyed in this book. The first message is that there is a strong interplay between philanthropy innovation that create social value and business innovation that creates commercial value. The second message is that to achieve sustainable equitable economic growth, a coordinated effort among the three systems is required. 

Starting in 2009, a surge of Chinese internet companies integrate philanthropy into their corporate strategy that totally change the landscape of philanthropy system in China. Two visible changes were the formation of online charity platforms that greatly help the public foundations to raise money and the mass participation of young donors who are not necessarily rich. A deeper implication is that the disruption of the philanthropy system in China seems to be a real case example that reflects some degree of truth in the two messages that book wants to convey. 

In this book, I document the history of emergence of internet businesses in China, expansion of Chinese internet companies, and their active engagement in philanthropy as part of their corporate strategy. The two messages are conveyed through synthesis of the case history based on some theoretical foundation. 

Some highlights: 

  • Why successful US internet and mobile related companies failed in China?  
  • Innovative welfare products that turn massive young people to become engaged donors. 
  • Chinese internet companies strengthen the philanthropy ecosystem in China. 
  • The role that Chinese internet companies play in rural revitalizing projects in China. 
  • The three systems succeeded in eradicating extreme poverty in China by 2020. 
  • Chinese internet companies blend philanthropy innovation with business innovation. 
  • Sustainable growth for companies and nations

Preface
Acknowledgements 
CHAPTER 1: Together for Good with “Little Safflower" 
CHAPTER 2: The Rise of China 
CHAPTER 3: Create Social Value 
CHAPTER 4: Innovation in Building Engaged Donors 
CHAPTER 5: Innovation to Build a Strong Philanthropy Ecosystem 
CHAPTER 6: Innovation in Poverty Alleviation
CHAPTER 7: Create Social and Commercial Value 
CHAPTER 8: Philanthropy System, Sustainable Growth, and Common Prosperity 
References 

Edison Tse
Edison Tse

Edison Tse is an associate professor in the Department of Management Science & Engineering at Stanford University. He received his BS, MS, and Ph.D. in Electrical Engineering from Massachusetts Institute of Technology. Professor Tse is also the Director of Asia Center of Management Science and Engineering, which has the charter of developing executive training programs for executives in Asian enterprises, conducting research on development of the emerging economy in Asia and establishing research affiliations with Asian enterprises, with a special focus in Greater China: China, Hong Kong, and Taiwan.

In 1973, he received the prestigious Donald Eckman Award from the American Automatic Control Council in recognition of his outstanding contribution in the field of Automatic Control. He had served as an Associate Editor of the IEEE Transactions of Automatic Control, and a co-editor of the Journal of Economic Dynamics and Control, which he co-founded.

Professor Tse has done research in system and control engineering, economic dynamics and control, computer integrated systems to support fishery management policy decisions, management and control of manufacturing enterprise, and industrial competitive analysis and product development. Tse developed a framework for analyzing dynamic competitive strategy that would shape the formation of an ecosystem supporting a value proposition. Within such a framework, he developed dynamic strategies for firms entering an emerging market, latecomers entering a matured market, and firms managing transformation. Using this framework, he developed a new theory on the business transformation of a company and the economic transformation of a developing economy. He applied his theory to explain China’s rapid growth since 1978, changing from a production economy to an innovation economy. His current research is extending the theory to managing product success, managing inflection point disruptions, sustainable growth strategy in a dynamic changing environment, and industries’ strategy responding to geopolitics disruption. Over the years he has made valuable contributions in the field of engineering, economics, and business creation and expansion. He has published over 180 papers on his research activities.

From 2004- 2015, he co-directed various Stanford-China programs on regional industry and enterprise transformation that were attended by high level city officials from various cities in China and high level executives from Chinese enterprises. Based on his research and teaching experiences in China, he wrote a book in Chinese “源创新 (Disruptive Innovation)” based on this theory and published in China in 2012. A second edition of this book, with new chapters incorporating some experiences of practicing the theory in China, was published in 2016 by China CITIC Press with a new title “重新定义创新(Redefine Innovation)”. From 2007-2013, he co-directed a Stanford Financial Engineering Certificate Program in Hong Kong that upgrades the quality of managers and traders in the financial institutions in Hong Kong

He was a co-founder and a Board member of Advanced Decision System (ADS), a technology company with emphasis on AI and advanced decision tools. The company was found in 1979 and later acquired by Booz Allen and Hamilton in 1991. In 1988, Verity was spun off from ADS with AI search engine technology developed in ADS to provide enterprise search software. He was a Board member of Verity representing ADS before Verity went IPO in 1995. From 2007-2010, he was a Board member of KBC Fund Management Co., Ltd.