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Annual Status Reports
Annual Emerging Market Rankings
The term Emerging Markets (EMs) is ubiquitous in the research world and yet we know very little about what exactly an EM is. In the latest 2019 EM Rankings Report by Nanyang Centre for Emerging Markets, we present an EM Index using a framework that encompasses six distinct yet related dimensions - macroeconomic performance, infrastructure and connectivity, financial sector development, development profile and endowments, external orientation and financing, and institutional quality. Without judging the merit of each EM using a narrowly defined unidimensional metric, we construct an EM index as a weighted average of the six dimensions represented by 32 variables covering 95 different EMs across all regions of the world. Subsequently, we classify the EMs resembling a pyramid structure boxing them into five different categories: Advanced, Accelerating, Intermediate, Early and Dormant EMs.
Annual emerging market soft power index
The notion of soft power in international relations reflects the ability of a country to assert its influence on the global stage without exercising coercion. Quantifying soft power remains a formidable challenge despite the proliferation of academic and policy literature published in the last three decades. The Nanyang Centre for Emerging Markets (CEM) addresses that challenge by constructing a soft power index and applying it to the world’s Emerging Markets (EMs). These countries play an increasingly significant role in our global economy. This report compares the soft power EMs have vis-à-vis one another, relative to the soft power wielded by more advanced economies.
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Emerging markets sustainability status
Despite acclaim for CSV and related concepts, the thorny issue of how to effectively manage the process of simultaneously creating social and business values remains a puzzle.
This report aims to untangle the complexity of managing CSV by shedding light on three fundamental questions:
3) How can managers develop CSV capabilities to achieve their goals?
This report presents a 4A framework of CSV capability, which explains approaches to achieving SVO and shows how managers develop and execute CSV capability by accomplishing four interrelated tasks—avoiding destructive tradeoffs, adapting to internal and external changes through constructive tradeoffs, accruing competitive advantages through synergies, and aligning CSV capabilities with shared value optimization (SVO).