Notes from the Field

Abstract

Notes from the Field M. Gamal Sabet (bio) The article by Richard Woolley and colleagues, “Mobility Matters: Research Training and Network Building in Science,” contends that international research training (Ph.D.) and early career research positions (postdocs) are mobility mechanisms that enable the acquisition of globally competitive science and innovation capabilities and the building and integrating of distributed knowledge networks (DKNs). Although results differ among countries, data from a survey of published scientists from the Asia- Pacific region provide evidence of an international movement of scientists from six major knowledge-producing locations in the region, primarily to the United States. The authors’ analysis indicates that the mobility of scientific and technical human capital (STHC) for research training and early career research positions is particularly important, as other forms of knowledge- sharing do not substitute for geographic mobility when it comes to the distribution of the embodied innovative capabilities that are central to many forms of scientific knowledge-making. At the same time, the results of the survey show that these early career moves are strongly correlated to the DKNs through which innovative capabilities are both distributed and connected to global knowledge hubs. This conclusion may not apply to dictatorships, however. A dictatorship is most concerned about the welfare of the ruler. An oligarchy such as China safeguards the ruling elite in the Communist Party and it oversees the welfare of the country, hence it encourages its expatriates to transfer their technology and knowledge back to the mother country. In dictatorships, the dictator is more likely to view intellectuals as troublemakers; therefore a dictatorship may be more interested in allowing STHCs and DKNs to leave the country and stay abroad, because returning intellectuals would be more likely to become political dissidents if allowed to return home. As former Chilean dictator Augusto Pinochet once said: “We have nothing against new ideas; we are just against people spreading them.” Consequently, whatever they may say publicly against “brain drains,” dictators may actually [End Page 185] view them as “win-win” situations from the perspective of the regime, if not the country. The 1952 military coup d’état set the stage for the destruction of democracy and the emergence of new authoritarian oppressive regime. Egypt has been a dictatorship for the last five decades after the overthrown of King Farouk in July 1952. Nonetheless, the emergence of collaborative education programs between Egyptian universities and U.S. and European universities during the 1980s did initiate one-way knowledge transfers. However, Egyptian universities do not have exchange programs that would allow Egyptian professors to teach in either U.S. and/or European universities. This type of arrangement is vital for the transfer of technology between and from advanced to Third World countries. My postdoctoral study in the United States on assessment centers, for example, proved to be very beneficial. The successful application of such methodology in Egyptian agencies proves how postdoctoral studies can be used to transfer technology across countries. The Egyptian government encourages home visits by expatriate Egyptian intellectuals only for ritualistic and symbolic activities that showcase the country’s leader’s dedication to science and scientists. Most Egyptian scientists who work either in the United States or Europe are reluctant to return home because of the low salaries of university professors and/or the lack of research funding. In this case, the incentives and mechanisms that could encourage the repatriation of Egyptian emigrant scientists and technology professionals do not exist. [End Page 186] M. Gamal Sabet M. Gamal Sabet is a professor of management and human resources. He is also a consultant and trainer, having taught, worked, and conducted research at the University of Miami, Florida International University, San Diego State University Foundation, and many Egyptian universities. He has designed and implemented management, behavioral, and human-resources management-training programs for over a thousand businesses and public agencies in the Middle East, Europe, and Asia. Dr. Sabet has published scholarly articles in public-policy analysis, management, human-resources development, knowledge management, and learning organization, and has translated more than 20 books from English to Arabic. He can be reached at <sabet30@hotmail.com>. Copyright © 2008 The Johns Hopkins University Press