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• What Is R&D?
• Understanding R&D
• Types of R&D
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• R&D vs. Applied Research
• Who Spends the Most?

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Research and Development (R&D) Definition, Types, and Importance

Investopedia / Ellen Lindner

What Is Research and Development (R&D)?

The term research and development (R&D) is used to describe a series of activities that companies undertake to innovate and introduce new products and services. R&D is often the first stage in the development process. Companies require knowledge, talent, and investment in order to further their R&D needs and goals. The purpose of research and development is generally to take new products and services to market and add to the company's bottom line .

Key Takeaways

• Research and development represents the activities companies undertake to innovate and introduce new products and services or to improve their existing offerings.
• R&D allows a company to stay ahead of its competition by catering to new wants or needs in the market.
• Companies in different sectors and industries conduct R&D—pharmaceuticals, semiconductors, and technology companies generally spend the most.
• R&D is often a broad approach to exploratory advancement, while applied research is more geared towards researching a more narrow scope.
• The accounting for treatment for R&D costs can materially impact a company's income statement and balance sheet.

Understanding Research and Development (R&D)

The concept of research and development is widely linked to innovation both in the corporate and government sectors. R&D allows a company to stay ahead of its competition. Without an R&D program, a company may not survive on its own and may have to rely on other ways to innovate such as engaging in mergers and acquisitions (M&A) or partnerships. Through R&D, companies can design new products and improve their existing offerings.

R&D is distinct from most operational activities performed by a corporation. The research and/or development is typically not performed with the expectation of immediate profit. Instead, it is expected to contribute to the long-term profitability of a company. R&D may often allow companies to secure intellectual property, including patents , copyrights, and trademarks as discoveries are made and products created.

Companies that set up and employ departments dedicated entirely to R&D commit substantial capital to the effort. They must estimate the risk-adjusted return on their R&D expenditures, which inevitably involves risk of capital. That's because there is no immediate payoff, and the return on investment (ROI) is uncertain. As more money is invested in R&D, the level of capital risk increases. Other companies may choose to outsource their R&D for a variety of reasons including size and cost.

Companies across all sectors and industries undergo R&D activities. Corporations experience growth through these improvements and the development of new goods and services. Pharmaceuticals, semiconductors , and software/technology companies tend to spend the most on R&D. In Europe, R&D is known as research and technical or technological development.

Many small and mid-sized businesses may choose to outsource their R&D efforts because they don't have the right staff in-house to meet their needs.

Types of R&D

There are several different types of R&D that exist in the corporate world and within government. The type used depends entirely on the entity undertaking it and the results can differ.

Basic Research

There are business incubators and accelerators, where corporations invest in startups and provide funding assistance and guidance to entrepreneurs in the hope that innovations will result that they can use to their benefit.

M&As and partnerships are also forms of R&D as companies join forces to take advantage of other companies' institutional knowledge and talent.

Applied Research

One R&D model is a department staffed primarily by engineers who develop new products —a task that typically involves extensive research. There is no specific goal or application in mind with this model. Instead, the research is done for the sake of research.

Development Research

This model involves a department composed of industrial scientists or researchers, all of who are tasked with applied research in technical, scientific, or industrial fields. This model facilitates the development of future products or the improvement of current products and/or operating procedures.

$42.7 billion of research and development costs later, Amazon was granted 2,244 new patents in 2020. Their patents included advancements in artificial intelligence, machine learning, and cloud computing.

Advantages and Disadvantages of R&D

There are several key benefits to research and development. It facilitates innovation, allowing companies to improve existing products and services or by letting them develop new ones to bring to the market.

Because R&D also is a key component of innovation, it requires a greater degree of skill from employees who take part. This allows companies to expand their talent pool, which often comes with special skill sets.

The advantages go beyond corporations. Consumers stand to benefit from R&D because it gives them better, high-quality products and services as well as a wider range of options. Corporations can, therefore, rely on consumers to remain loyal to their brands. It also helps drive productivity and economic growth.

Disadvantages

One of the major drawbacks to R&D is the cost. First, there is the financial expense as it requires a significant investment of cash upfront. This can include setting up a separate R&D department, hiring talent, and product and service testing, among others.

Innovation doesn't happen overnight so there is also a time factor to consider. This means that it takes a lot of time to bring products and services to market from conception to production to delivery.

Because it does take time to go from concept to product, companies stand the risk of being at the mercy of changing market trends . So what they thought may be a great seller at one time may reach the market too late and not fly off the shelves once it's ready.

Facilitates innovation

Improved or new products and services

Expands knowledge and talent pool

Increased consumer choice and brand loyalty

Economic driver

Financial investment

Shifting market trends

R&D Accounting

R&D may be beneficial to a company's bottom line, but it is considered an expense . After all, companies spend substantial amounts on research and trying to develop new products and services. As such, these expenses are often reported for accounting purposes on the income statement and do not carry long-term value.

There are certain situations where R&D costs are capitalized and reported on the balance sheet. Some examples include but are not limited to:

• Materials, fixed assets, or other assets have alternative future uses with an estimable value and useful life.
• Software that can be converted or applied elsewhere in the company to have a useful life beyond a specific single R&D project.
• Indirect costs or overhead expenses allocated between projects.
• R&D purchased from a third party that is accompanied by intangible value. That intangible asset may be recorded as a separate balance sheet asset.

R&D Considerations

Before taking on the task of research and development, it's important for companies and governments to consider some of the key factors associated with it. Some of the most notable considerations are:

• Objectives and Outcome: One of the most important factors to consider is the intended goals of the R&D project. Is it to innovate and fill a need for certain products that aren't being sold? Or is it to make improvements on existing ones? Whatever the reason, it's always important to note that there should be some flexibility as things can change over time.
• Timing: R&D requires a lot of time. This involves reviewing the market to see where there may be a lack of certain products and services or finding ways to improve on those that are already on the shelves.
• Cost: R&D costs a great deal of money, especially when it comes to the upfront costs. And there may be higher costs associated with the conception and production of new products rather than updating existing ones.
• Risks: As with any venture, R&D does come with risks. R&D doesn't come with any guarantees, no matter the time and money that goes into it. This means that companies and governments may sacrifice their ROI if the end product isn't successful.

Research and Development vs. Applied Research

Basic research is aimed at a fuller, more complete understanding of the fundamental aspects of a concept or phenomenon. This understanding is generally the first step in R&D. These activities provide a basis of information without directed applications toward products, policies, or operational processes .

Applied research entails the activities used to gain knowledge with a specific goal in mind. The activities may be to determine and develop new products, policies, or operational processes. While basic research is time-consuming, applied research is painstaking and more costly because of its detailed and complex nature.

Who Spends the Most on R&D?

Companies spend billions of dollars on R&D to produce the newest, most sought-after products. According to public company filings, these companies incurred the highest research and development spending in 2020:

• Amazon: $42.7 billion
• Alphabet.: $27.6 billion
• Huawei: $22.0 billion
• Microsoft: $19.3 billion
• Apple: $18.8 billion
• Samsung: $18.8 billion
• Facebook: $18.5 billion

What Types of Activities Can Be Found in Research and Development?

Research and development activities focus on the innovation of new products or services in a company. Among the primary purposes of R&D activities is for a company to remain competitive as it produces products that advance and elevate its current product line. Since R&D typically operates on a longer-term horizon, its activities are not anticipated to generate immediate returns. However, in time, R&D projects may lead to patents, trademarks, or breakthrough discoveries with lasting benefits to the company. 

What Is an Example of Research and Development?

Alphabet allocated over $16 billion annually to R&D in 2018. Under its R&D arm X, the moonshot factory, it has developed Waymo self-driving cars. Meanwhile, Amazon has spent even more on R&D projects, with key developments in cloud computing and its cashier-less store Amazon Go. At the same time, R&D can take the approach of a merger & acquisition, where a company will leverage the talent and intel of another company to create a competitive edge. The same can be said with company investment in accelerators and incubators, whose developments it could later leverage.

Why Is Research and Development Important?

Given the rapid rate of technological advancement, R&D is important for companies to stay competitive. Specifically, R&D allows companies to create products that are difficult for their competitors to replicate. Meanwhile, R&D efforts can lead to improved productivity that helps increase margins, further creating an edge in outpacing competitors. From a broader perspective, R&D can allow a company to stay ahead of the curve, anticipating customer demands or trends.

There are many things companies can do in order to advance in their industries and the overall market. Research and development is just one way they can set themselves apart from their competition. It opens up the potential for innovation and increasing sales. But it does come with some drawbacks—the most obvious being the financial cost and the time it takes to innovate.

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Building an R&D strategy for modern times

The global investment in research and development (R&D) is staggering. In 2019 alone, organizations around the world spent $2.3 trillion on R&D—the equivalent of roughly 2 percent of global GDP—about half of which came from industry and the remainder from governments and academic institutions. What’s more, that annual investment has been growing at approximately 4 percent per year over the past decade. 1 2.3 trillion on purchasing-power-parity basis; 2019 global R&D funding forecast , Supplement, R&D Magazine, March 2019, rdworldonline.com.

While the pharmaceutical sector garners much attention due to its high R&D spending as a percentage of revenues, a comparison based on industry profits shows that several industries, ranging from high tech to automotive to consumer, are putting more than 20 percent of earnings before interest, taxes, depreciation, and amortization (EBITDA) back into innovation research (Exhibit 1).

What do organizations expect to get in return? At the core, they hope their R&D investments yield the critical technology from which they can develop new products, services, and business models. But for R&D to deliver genuine value, its role must be woven centrally into the organization’s mission. R&D should help to both deliver and shape corporate strategy, so that it develops differentiated offerings for the company’s priority markets and reveals strategic options, highlighting promising ways to reposition the business through new platforms and disruptive breakthroughs.

Yet many enterprises lack an R&D strategy that has the necessary clarity, agility, and conviction to realize the organization’s aspirations. Instead of serving as the company’s innovation engine, R&D ends up isolated from corporate priorities, disconnected from market developments, and out of sync with the speed of business. Amid a growing gap in performance  between those that innovate successfully and those that do not, companies wishing to get ahead and stay ahead of competitors need a robust R&D strategy that makes the most of their innovation investments. Building such a strategy takes three steps: understanding the challenges that often work as barriers to R&D success, choosing the right ingredients for your strategy, and then pressure testing it before enacting it.

Overcoming the barriers to successful R&D

The first step to building an R&D strategy is to understand the four main challenges that modern R&D organizations face:

Innovation cycles are accelerating. The growing reliance on software and the availability of simulation and automation technologies have caused the cost of experimentation to plummet while raising R&D throughput. The pace of corporate innovation is further spurred by the increasing emergence of broadly applicable technologies, such as digital and biotech, from outside the walls of leading industry players.

But incumbent corporations are only one part of the equation. The trillion dollars a year that companies spend on R&D is matched by the public sector. Well-funded start-ups, meanwhile, are developing and rapidly scaling innovations that often threaten to upset established business models or steer industry growth into new areas. Add increasing investor scrutiny of research spending, and the result is rising pressure on R&D leaders to quickly show results for their efforts.

R&D lacks connection to the customer. The R&D group tends to be isolated from the rest of the organization. The complexity of its activities and its specialized lexicon make it difficult for others to understand what the R&D function really does. That sense of working inside a “black box” often exists even within the R&D organization. During a meeting of one large company’s R&D leaders, a significant portion of the discussion focused on simply getting everyone up to speed on what the various divisions were doing, let alone connecting those efforts to the company’s broader goals.

Given the challenges R&D faces in collaborating with other functions, going one step further and connecting with customers becomes all the more difficult. While many organizations pay lip service to customer-centric development, their R&D groups rarely get the opportunity to test products directly with end users. This frequently results in market-back product development that relies on a game of telephone via many intermediaries about what the customers want and need.

Projects have few accountability metrics. R&D groups in most sectors lack effective mechanisms to measure and communicate progress; the pharmaceutical industry, with its standard pipeline for new therapeutics that provides well-understood metrics of progress and valuation implications, is the exception, not the rule. When failure is explained away as experimentation and success is described in terms of patents, rather than profits, corporate leaders find it hard to quantify R&D’s contribution.

Yet proven metrics exist  to effectively measure progress and outcomes. A common challenge we observe at R&D organizations, ranging from automotive to chemical companies, is how to value the contribution of a single component that is a building block of multiple products. One specialty-chemicals company faced this challenge in determining the value of an ingredient it used in its complex formulations. It created categorizations to help develop initial business cases and enable long-term tracking. This allowed pragmatic investment decisions at the start of projects and helped determine the value created after their completion.

Even with outcomes clearly measured, the often-lengthy period between initial investment and finished product can obscure the R&D organization’s performance. Yet, this too can be effectively managed by tracking the overall value and development progress of the pipeline so that the organization can react and, potentially, promptly reorient both the portfolio and individual projects within it.

Incremental projects get priority. Our research indicates that incremental projects account for more than half of an average company’s R&D investment, even though bold bets and aggressive reallocation  of the innovation portfolio deliver higher rates of success. Organizations tend to favor “safe” projects with near-term returns—such as those emerging out of customer requests—that in many cases do little more than maintain existing market share. One consumer-goods company, for example, divided the R&D budget among its business units, whose leaders then used the money to meet their short-term targets rather than the company’s longer-term differentiation and growth objectives.

Focusing innovation solely around the core business may enable a company to coast for a while—until the industry suddenly passes it by. A mindset that views risk as something to be avoided rather than managed can be unwittingly reinforced by how the business case is measured. Transformational projects at one company faced a higher internal-rate-of-return hurdle than incremental R&D, even after the probability of success had been factored into their valuation, reducing their chances of securing funding and tilting the pipeline toward initiatives close to the core.

As organizations mature, innovation-driven growth becomes increasingly important, as their traditional means of organic growth, such as geographic expansion and entry into untapped market segments, diminish. To succeed, they need to develop R&D strategies equipped for the modern era that treat R&D not as a cost center but as the growth engine it can become.

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Choosing the ingredients of a winning r&d strategy.

Given R&D’s role as the innovation driver that advances the corporate agenda, its guiding strategy needs to link board-level priorities with the technologies that are the organization’s focus (Exhibit 2). The R&D strategy must provide clarity and commitment to three central elements: what we want to deliver, what we need to deliver it, and how we will deliver it.

What we want to deliver. To understand what a company wants to and can deliver, the R&D, commercial, and corporate-strategy functions need to collaborate closely, with commercial and corporate-strategy teams anchoring the R&D team on the company’s priorities and the R&D team revealing what is possible. The R&D strategy and the corporate strategy must be in sync while answering questions such as the following: At the highest level, what are the company’s goals? Which of these will require R&D in order to be realized? In short, what is the R&D organization’s purpose?

Bringing the two strategies into alignment is not as easy as it may seem. In some companies, what passes for corporate strategy is merely a five-year business plan. In others, the corporate strategy is detailed but covers only three to five years—too short a time horizon to guide R&D, especially in industries such as pharma or semiconductors where the product-development cycle is much longer than that. To get this first step right, corporate-strategy leaders should actively engage with R&D. That means providing clarity where it is lacking and incorporating R&D feedback that may illuminate opportunities, such as new technologies that unlock growth adjacencies for the company or enable completely new business models.

Secondly, the R&D and commercial functions need to align on core battlegrounds and solutions. Chief technology officers want to be close to and shape the market by delivering innovative solutions that define new levels of customer expectations. Aligning R&D strategy provides a powerful forum for identifying those opportunities by forcing conversations about customer needs and possible solutions that, in many companies, occur only rarely. Just as with the corporate strategy alignment, the commercial and R&D teams need to clearly articulate their aspirations by asking questions such as the following: Which markets will make or break us as a company? What does a winning product or service look like for customers?

When defining these essential battlegrounds, companies should not feel bound by conventional market definitions based on product groups, geographies, or customer segments. One agricultural player instead defined its markets by the challenges customers faced that its solutions could address. For example, drought resistance was a key battleground no matter where in the world it occurred. That framing clarified the R&D–commercial strategy link: if an R&D project could improve drought resistance, it was aligned to the strategy.

The dialogue between the R&D, commercial, and strategy functions cannot stop once the R&D strategy is set. Over time, leaders of all three groups should reexamine the strategic direction and continuously refine target product profiles as customer needs and the competitive landscape evolve.

What we need to deliver it. This part of the R&D strategy determines what capabilities and technologies the R&D organization must have in place to bring the desired solutions to market. The distinction between the two is subtle but important. Simply put, R&D capabilities are the technical abilities to discover, develop, or scale marketable solutions. Capabilities are unlocked by a combination of technologies and assets, and focus on the outcomes. Technologies, however, focus on the inputs—for example, CRISPR is a technology that enables the genome-editing capability.

This delineation protects against the common pitfall of the R&D organization fixating on components of a capability instead of the capability itself—potentially missing the fact that the capability itself has evolved. Consider the dawn of the digital age: in many engineering fields, a historical reliance on talent (human number crunchers) was suddenly replaced by the need for assets (computers). Those who focused on hiring the fastest mathematicians were soon overtaken by rivals who recognized the capability provided by emerging technologies.

The simplest way to identify the needed capabilities is to go through the development processes of priority solutions step by step—what will it take to produce a new product or feature? Being exhaustive is not the point; the goal is to identify high-priority capabilities, not to log standard operating procedures.

Prioritizing capabilities is a critical but often contentious aspect of developing an R&D strategy. For some capabilities, being good is sufficient. For others, being best in class is vital because it enables a faster path to market or the development of a better product than those of competitors. Take computer-aided design (CAD), which is used to design and prototype engineering components in numerous industries, such as aerospace or automotive. While companies in those sectors need that capability, it is unlikely that being the best at it will deliver a meaningful advantage. Furthermore, organizations should strive to anticipate which capabilities will be most important in the future, not what has mattered most to the business historically.

Once capabilities are prioritized, the R&D organization needs to define what being “good” and “the best” at them will mean over the course of the strategy. The bar rises rapidly in many fields. Between 2009 and 2019, the cost of sequencing a genome dropped 150-fold, for example. 2 Kris A. Wetterstrand, “DNA sequencing costs: Data,” NHGRI Genome Sequencing Program (GSP), August 25, 2020, genome.gov. Next, the organization needs to determine how to develop, acquire, or access the needed capabilities. The decision of whether to look internally or externally is crucial. An automatic “we can build it better” mindset diminishes the benefits of specialization and dilutes focus. Additionally, the bias to building everything in-house can cut off or delay access to the best the world has to offer—something that may be essential for high-priority capabilities. At Procter & Gamble, it famously took the clearly articulated aspiration of former CEO A. G. Lafley to break the company’s focus on in-house R&D and set targets for sourcing innovation externally. As R&D organizations increasingly source capabilities externally, finding partners and collaborating with them effectively is becoming a critical capability in its own right.

How we will do it. The choices of operating model and organizational design will ultimately determine how well the R&D strategy is executed. During the strategy’s development, however, the focus should be on enablers that represent cross-cutting skills and ways of working. A strategy for attracting, developing, and retaining talent is one common example.

Another is digital enablement, which today touches nearly every aspect of what the R&D function does. Artificial intelligence can be used at the discovery phase to identify emerging market needs or new uses of existing technology. Automation and advanced analytics approaches to experimentation can enable high throughput screening at a small scale and distinguish the signal from the noise. Digital (“in silico”) simulations are particularly valuable when physical experiments are expensive or dangerous. Collaboration tools are addressing the connectivity challenges common among geographically dispersed project teams. They have become indispensable in bringing together existing collaborators, but the next horizon is to generate the serendipity of chance encounters that are the hallmark of so many innovations.

Testing your R&D strategy

Developing a strategy for the R&D organization entails some unique challenges that other functions do not face. For one, scientists and engineers have to weigh considerations beyond their core expertise, such as customer, market, and economic factors. Stakeholders outside R&D labs, meanwhile, need to understand complex technologies and development processes and think along much longer time horizons than those to which they are accustomed.

For an R&D strategy to be robust and comprehensive enough to serve as a blueprint to guide the organization, it needs to involve stakeholders both inside and outside the R&D group, from leading scientists to chief commercial officers. What’s more, its definition of capabilities, technologies, talent, and assets should become progressively more granular as the strategy is brought to life at deeper levels of the R&D organization. So how can an organization tell if its new strategy passes muster? In our experience, McKinsey’s ten timeless tests of strategy  apply just as well to R&D strategy as to corporate and business-unit strategies. The following two tests are the most important in the R&D context:

• Does the organization’s strategy tap the true source of advantage? Too often, R&D organizations conflate technical necessity (what is needed to develop a solution) with strategic importance (distinctive capabilities that allow an organization to develop a meaningfully better solution than those of their competitors). It is also vital for organizations to regularly review their answers to this question, as capabilities that once provided differentiation can become commoditized and no longer serve as sources of advantage.
• Does the organization’s strategy balance commitment-rich choices with flexibility and learning? R&D strategies may have relatively long time horizons but that does not mean they should be insulated from changes in the outside world and never revisited. Companies should establish technical, regulatory, or other milestones that serve as clear decision points for shifting resources to or away from certain research areas. Such milestones can also help mark progress and gauge whether strategy execution is on track.

Additionally, the R&D strategy should be simply and clearly communicated to other functions within the company and to external stakeholders. To boost its clarity, organizations might try this exercise: distill the strategy into a set of fill-in-the-blank components that define, first, how the world will evolve and how the company plans to refocus accordingly (for example, industry trends that may lead the organization to pursue new target markets or segments); next, the choices the R&D function will make in order to support the company’s new focus (which capabilities will be prioritized and which de-emphasized); and finally, how the R&D team will execute the strategy in terms of concrete actions and milestones. If a company cannot fit the exercise on a single page, it has not sufficiently synthesized the strategy—as the famed physicist Richard Feynman observed, the ultimate test of comprehension is the ability to convey something to others in a simple manner.

Cascading the strategy down through the R&D organization will further reinforce its impact. For example, asking managers to communicate the strategy to their subordinates will deepen their own understanding. A useful corollary is that those hearing the strategy for the first time are introduced to it by their immediate supervisors rather than more distant R&D leaders. One R&D group demonstrated the broad benefits of this communication model: involving employees in developing and communicating the R&D strategy helped it double its Organizational Health Index  strategic clarity score, which measures one of the four “power practices”  highly connected to organizational performance.

R&D represents a massive innovation investment, but as companies confront globalized competition, rapidly changing customer needs, and technological shifts coming from an ever-wider range of fields, they are struggling to deliver on R&D’s full potential. A clearly articulated R&D strategy that supports and informs the corporate strategy is necessary to maximize the innovation investment and long-term company value.

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• 0 . Includes all dealers and suppliers.
• 1 . Data as of 1/31/23.
• 2 . Represents "Outside-Company-Time" for CY 2020.
• 3 . All data as of December 2021, except where noted.
• 4 . Toyota vehicles and components assembled using U.S. and globally sourced parts (CYE2022).
• 5 . Parts, materials and components (CY2021). Goods and Services (CY2021).
• 6 . Represents direct dealer and Toyota-dedicated supplier employees (CYE2021).
• 7 . Includes U.S. (not HI) and Puerto Rico.
• 8 . As of CYE2023.
• 9 . Includes direct, dealer and supplier employees and jobs created through their spending.
• 10 . All data as of December 31, 2021, except where noted. All figures are rounded and reported as U.S. dollars, except where noted. State and location investment figures are based on different parameters; therefore, figures may vary.
• 11 . CY 2020.
• 12 . Cumulative to Date.
• 13 . As of December 31, 2020. May represent more than one location. Canada dealer totals include Lexus and Toyota dealers.
• 14 . Represents only a selection of parts purchased.
• 15 . As of August 2023.
• 16 . Figure is projected.
• 17 . As part of the brand transition beginning in August 2016, model year 2019 Scion vehicles will be rebadged as Toyotas.
• 18 . Based on Toyota data. Includes direct employees and dealer employees.
• 19 . Shown in U.S. dollars to reflect investment from US based operations of TEMA.
• 20 . As of CYE2021.
• 21 . Including our joint venture plant in Alabama.
• 22 . 2015 Center for Automotive Research Study. Includes direct, dealer and supplier employees, and jobs created through their spending.
• 23 . Employment and Investment are reflective of the combined TMMMO and TMMTN numbers.
• 24 . Data is CYTD as of 2/6/23.
• 25 . Data is CYTD as of 1/31/23.
• 26 . As of March 1, 2022. Includes on-site suppliers.

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News releases

April 22, 2024

UW leads international group in semiconductor research and workforce development

The University of Washington is at the forefront of an international effort to innovate the semiconductor industry while building a skilled U.S.-based workforce to design and manufacture chip technology. UPWARDS for the Future will support work already underway in the UW’s Washington Nanofabrication Faciliity. Video c redit: Kiyomi Taguchi, UW News

The University of Washington is at the forefront of an international effort to innovate the semiconductor industry while building a skilled U.S.-based workforce to design and manufacture chip technology.

Part of a landmark education partnership that was announced in May 2023 at the G7 meeting in Japan, the effort brings together researchers and faculty from the U.S. and Japan to support the University Partnership for Workforce Advancement and Research & Development in Semiconductors (UPWARDS) for the Future project. Micron Technology and Tokyo Electron Limited, as founding industry partners, the National Science Foundation (NSF) and universities together are investing over $60 million for the five-year project. Many of the participants are attending kick-off activities at the UW this week.

“With our University’s proven track record of using public research investment to spur economic and technological growth, the UW is excited to be taking the lead in expanding our capacity to educate professionals and drive discovery in the critical field of semiconductors,” said UW President Ana Mari Cauce. “We’re grateful to Senator Cantwell for her leadership and for the collaboration of our partners.”

A Seattle kickoff event hosted by the UW today and tomorrow will bring together university teams from Japan and the U.S. along with industry leaders and elected officials. Learn more about UPWARDS for the Future .

Modern technology — including household appliances, automobiles, computers and defense systems — relies on semiconductors. The semiconductor was invented in the U.S., yet today the U.S. produces about only 10% of the world’s supply. Recognizing the economic and national security risks this poses, U.S. policymakers passed the Creating Helpful Incentives to Produce Semiconductors (CHIPS) & Science Act in 2022 to strengthen the U.S. semiconductor ecosystem.

“Our nation’s success in advanced technologies depends on having a skilled workforce. The University of Washington will help establish the Pacific Northwest as a leader by training the more than 90,000 students, faculty, and skilled professionals needed to build the most advanced chips right here in the United States,” said Sen. Maria Cantwell, D-Wash., who was instrumental in passing the landmark CHIPS & Science bill. “If we want to lead the world tomorrow, we must invest in worker training today.”

Boise, Ida.-based Micron and the partner universities will jointly recruit new faculty members, named as UPWARDS Professors, who will work on high-impact research projects with the industry partners. In addition to their research responsibilities, UPWARDS Professors will also contribute to curriculum development and other UPWARDS for the Future activities, including advising exchange students and graduate fellows. The grants will also support graduate fellowships and provide research experiences for undergraduate students.

Initiatives like UPWARDS for the Future prioritize expanding the STEM talent pipeline to reach groups that are underrepresented in the semiconductor industry today. This vision for UPWARDS for the Future aligns with UW efforts to close the STEM gender gap, establish pathways into higher education and facilitate new programs dedicated to attracting and retaining historically underrepresented groups. President Cauce and College of Engineering Dean Nancy Albritton are members of the national Education Group for Diversification and Growth in Engineering Consortium, or EDGE. And, last summer, the UW joined the Northwest University Semiconductor Network, led by Micron, to enhance experiential learning opportunities in the semiconductor industry, prioritizing access for underrepresented students, particularly in rural and tribal communities.

“We are proud to be part of this innovation partnership and to lead the NSF grant for UPWARDS. As Washington state’s leading educator of engineers and as a leader in chip engineering and workforce development for the global innovation economy, it is an honor to work collaboratively with academic and industry partners to drive advancements in this crucial scientific field,” Albritton said.

In addition to the UW, the UPWARDS for the Future partnership includes five U.S. institutions: Boise State, Purdue, Rensselaer Polytechnic Institute, Rochester Institute of Technology and Virginia Tech; and five Japanese universities: Hiroshima University, Kyushu University, Nagoya University, Tohoku University and Tokyo Institute of Technology. The UW will share the $10 million NSF grant with the five U.S. institutions, while Micron’s and Tokyo Electron’s $20 million gifts will be shared among the 11 U.S. and Japanese institutions.

“The UPWARDS for the Future program sets a prime model of government-industry-academia partnership, propelling the development of the U.S. semiconductor technology workforce. This initiative stands out with an emphasis on international collaboration, providing students with invaluable insights and experience into the industry’s international supply chain dynamics,” said Mo Li , UW professor of both electrical and computer engineering and physics, as well as a faculty member of the UW Institute for Nano-Engineered Systems. Li will lead UW’s efforts supporting UPWARDS for the Future.

The UPWARDS program includes five pillar activities, including: Semiconductor Curriculum Design and Implementation; Expanding Women Workforces in Semiconductors; Experiential Learning; US-Japan International Student Faculty Exchange; and Memory-centric Research Projects. At this week’s workshop, the 11 institutions aim to establish across-the-board plans on student exchange, curriculum sharing and standardization, and research collaboration.

Semiconductor engineering is the second strategic university-corporate partnership initiative concluded between American and Japanese academic institutions and the corporate sector since May 2022, when President Joe Biden and Prime Minister Fumio Kishida made a commitment to advance U.S.-Japan science and technology cooperation. The UW also is the lead partner on the Cross Pacific AI Hub partnership announced on April 10, to lead innovation and technological breakthroughs in artificial intelligence. Both UPWARDS for the Future and the Cross Pacific AI Hub are cornerstones of the UW’s global impact, building lasting relationships with peer institutions and industry on both sides of the Pacific to support UW students, faculty and staff on work to address critical issues.

For more information, contact Li at [email protected].

Here’s what other leaders said about UPWARDS for the Future:

“Economic security depends on the ‘3 M’s’: machines, minerals, and minds. The UPWARDS network is developing the workforce that we need to secure semiconductor supply chains and delivering on the promise made by President Joe Biden and Japanese Prime Minister Kishida to elevate U.S.-Japan cooperation in advanced science and technology. This innovative university-corporate partnership has become the model for long-term collaboration in transformative technologies.” — U.S. Ambassador to Japan Rahm Emanuel

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Mechanisms and Benefits of Equine Therapy for Enhancing Mental Health

Authors: Karina Shasri Anastasya, ... Ikhlas Arief Imawan

Pages: 40-43 Published Online: 7 March 2024

DOI: 10.11648/j.rd.20240501.16

Smallholder Sesame Producers’ Adaptation Decisions to Climate Change and Its Determinants in Western Ethiopia

Authors: Gemechis Mersha Debela, ... Engdasew Feleke Lemma

Pages: 29-39 Published Online: 27 February 2024

DOI: 10.11648/j.rd.20240501.15

Contribution of Sadaqah for Social Welfare Improvement in Zanzibar Society: A Case Study of Southern Region of Unguja

Authors: Asha Kona Ali, ... Abdalla Ussi Hamad

Pages: 23-28 Published Online: 5 February 2024

DOI: 10.11648/rd.20240501.14

Spatial Analysis of Open Defecation Sites and the Utilization of Public Toilets

Authors: Isaac Kwabena Ayereka, ... Samson Austin Ayariga

Pages: 10-22 Published Online: 1 February 2024

DOI: 10.11648/rd.20240501.13

Assessment of Public Agricultural Research Investment Trends and Policy Perspectives in Ethiopia

Authors: Daniel Hailu

Pages: 5-9 Published Online: 31 January 2024

DOI: 10.11648/rd.20240501.12

Analysis of Determinants of Soybean (Glycine max.) Market Supply in the Case of Assosa Zone of Benishangulgumuz Regional State, Ethiopia

Authors: Alemayehu Keba Beyene

Pages: 1-4 Published Online: 11 January 2024

DOI: 10.11648/j.rd.20240501.11

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Research Programs

This research program focuses on understanding the role of the financial and private sectors in promoting economic development, and reducing poverty and identifying policies to improve their effectiveness.  Learn more ›  

Human development is at the core of the World Bank’s strategy to improve people’s lives and support sustainable development. This research program spans education, health, social protection, and labor. Learn more ›  

This research program studies the determinants of macroeconomic outcomes (especially growth), how those outcomes are linked to institutions and resource allocation at the micro level, and the role of governments in raising and allocating resources.  Learn more ›  

This research program aims to improve current data and methods of poverty and inequality analysis, and use it to better understand the effectiveness of specific policies to reduce poverty and inequality.  Learn more ›  

Lasting poverty reduction requires sustainable natural resource management as well as infrastructure development. This research program encompasses energy, environment, land, agriculture, water, climate change, biodiversity, and urbanization.  Learn more ›  

This research program seeks to better understand the role of international trade in goods and services, foreign direct investment, and migration in economic development.  Learn more ›

Finance and Private Sector Development

This research program focuses on understanding the role of the financial and private sectors in promoting economic development, and reducing poverty and identifying policies to improve their effectiveness.

Big Questions

• What makes firms grow, especially SMEs in low- and middle-income countries?
• How can financial services and providers promote household welfare and firm growth in low- and middle-income countries?
• What are the links between finance and private sector development and climate (policies)?

Workstream Highlights

Private Sector Development:

• Training and consulting to promote firm growth (personal initiative training; insourcing skills, outsourcing services; youth (un)employment)
• Investment readiness
• SME finance
• Agricultural innovation and productivity

Financial Sector:

• Climate finance (sustainability-linked financial instruments, climate policy, bank regulation)
• Financial inclusion (measurement; product innovation)
• Safeguards (consumer protection; information disclosure)
• Shocks and government interventions in credit markets
• Capital market development and trading behavior

Cross-cutting:

• Online training; Digital financial services
• Gender impacts of digital wage/remittance payments

Visit the Finance and Private Sector Team website ›  |  Back to the top

Human Development

Human development is at the core of the World Bank’s strategy to improve people’s lives and support sustainable development. This research program spans education, health, social protection, and labor.

• How can public policy improve human capital to increase productivity and wellbeing for all?
• Which key reforms can improve the delivery of services (health, education, social protection, tax collection)—and how do they do so?
• What are the impacts of labor market policies, including those linked to key transitions such as from school to work and from work to retirement?
• How can we innovate methods and measurement related to human development?
• What policies related to gender norms, marriage markets, fertility, and labor market participation can improve gender equality?

Strengthening Health Systems:

• Financial incentives (performance-based financing or cash transfers) to improve health services
• Strategies to improve clinical delivery
• Improving access to reproductive health care
• Psychosocial support to improve mental health in Fragility, Conflict & Violence (FCV) settings
• Gender social norms, intimate partner violence
• Marriage markets, fertility decisions
• Women’s labor force participation and discrimination

Digitalization to Improve Service Delivery:

• Digitalization to improve tax collection
• Online tutoring and parenting programs
• Digital platforms to improve vocational training, apprenticeships, and job matching
• Using AI to better match service providers with clients (e.g. mediators to court cases)

Education and Skills: 

• Early childhood interventions
• Strategies to promote attendance and performance, including cash transfers and targeted instruction
• Addressing violent behaviors and promoting the wellbeing of school-aged chilren
• School-to-work transition, including apprenticehips and the role of aspirations

Labor Markets:

• Movement of labor from agricultural to non-agricultural employment, internal migration and its impacts on households and communities
• Poverty traps, household risk-coping and risk-management behavior, long-term effects of shocks to employment
• Evaluation of active labor market programs
• Pension design and reforms, elder care

Visit the Human Development Team website ›  | Back to the top

Macroeconomics & Growth

This research program studies the determinants of macroeconomic outcomes (especially growth), how those outcomes are linked to institutions and resource allocation at the micro level, and the role of governments in raising and allocating resources.

• What are the determinants of macroeconomic outcomes (especially growth)? How are those outcomes linked to institutions and resource allocation at the micro level?
• What is the role of the government in raising and allocating resources? What should the government do over the long run and in response to shocks?

Long-Term Growth Model (LTGM):

• Identify what growth rates are feasible and which drivers (e.g., investment, total factor productivity) can be used to accelerate it
• Applied in 50+ countries; key input to Country Economic Memoranda, plus Systematic Country Diagnostics, Country Climate and Development Reports, vision documents, and regional reports
• Webpage with Excel tools and manual

Middle-income Growth Challenges:

• Assess how preservation forces and distortions limit allocative efficiency, investment, imitation, and innovation
• Assess how firm dynamics differ across countries and during periods of growth accelerations
• Assess how norms, neighborhoods, and networks affect education, labor markets, talent allocation, and growth

Global Tax Lab:

• Identify and capture the highest-value opportunities for domestic resource mobilization
• 15 long-term country partnerships to build capacity to exploit administrative data
• Core input to Public Finance Reviews (PFRs); dissemination of insights through World Bank Tax Conference

Government Spending Policies, Regulations, and Public Institutions:

• Strengthen local governments for energy access projects to structurally transform Africa's economies
• Impact water policy dialogue to address the economics necessary for implementing engineering solutions
• Build state capacity for coalescing political support to pursue sound public policies (e.g., fuel subsidy reform)

Sectoral Development and Competitiveness Strategy:

• Select sectors to target for firm- and market-level interventions in World Bank Group projects
• Use revealed comparative advantage measured in export data to target most productive sectors
• Develop web tool (component of "EFI360") to identify sector-specific opportunities in TCD 2.0 and CPSD 2.0

Firm Financing in Capital Markets (jointly with IFC):

• Identify which firms and countries have increased capital market financing, with aggregate consequences
• Quantify increased role of domestic markets in private resource mobilization, investment, and growth 
• Flagship report, plus market benchmarking tool and (possibly) estimates of borrowing costs across countries

Visit the Macroeconomics and Growth Team website ›  |  Back to the top

Poverty and Inequality

This research program aims to improve current data and methods of poverty and inequality analysis, and use it to better understand the effectiveness of specific policies to reduce poverty and inequality.

• What are the next generation “bread and butter” poverty and inequality measures?
• How should social protection programs and systems be designed to best alleviate poverty and tackle multidimensional needs?
• How can we leverage investments in state capacity, adaptive implementation, and bottom-up citizen engagement to improve public goods provision, make development interventions more effective, and reduce poverty and inequality?
• What are the key policy issues related to cross-border mobility, forced displacement, and Fragility, Conflict & Violence (FCV)?

Next Generation Poverty and Inequality Measures:

• Developing “prosperity gap” as a new measure of “shared prosperity”
• Improving multidimensional poverty measurement (aggregating different measures of wellbeing; combining absolute and relative income poverty)
• Small area estimation and imputation of poverty and inequality when data are scant
• Innovations in alternative measurement of wellbeing: narrative text as data, applicability of biometric measures

Social Protection, Social Inclusion, and Poverty:

• Cash transfers
• Short- and long-term value added of case management systems
• Heterogeneity of social protection service delivery effectiveness
• Social protection systems in middle-/high-income countries

Migration and Integration:

• Follow-on and operationalization of World Development Report 2023
• Integration of migrant populations

Welfare Impacts of Interventions at Critical Points in the Life Cycle:

• Nutrition-sensitive programs targeted to households with pregnant women and young children
• Supply side investment and performance pay for nutrition services
• Dedicated early life stimulation
• Reaching adolescents with critical services

Building Leadership Skills among Civil Servants:

• Proof of concept implementation to transition Cambodia’s public administrators from “royal officers” (the literal translation of ‘public administrators’ in Khmer) into problem-solving civil servants (delivered to all 800 of Cambodia’s top-level career civil servants, across five cohorts)

Visit the Poverty and Inequality Team website ›  |  Back to the top

Sustainability and Infrastructure

Lasting poverty reduction requires sustainable natural resource management as well as infrastructure development. This research program encompasses energy, environment, land, agriculture, water, climate change, biodiversity, and urbanization.

• What are effective policies and instruments for expanding energy access and decarbonizing development?
• What is the burden of climate change and air pollution in developing countries?
• What are the best ways to build resilience?
• How can land title and property registry reform improve development?
• What transportation infrastructure has the greatest impact on mobility, connectivity, and markets?
• How can we best value, protect, and benefit from natural resource wealth?

Climate Change and Air Pollution Implications for Poverty, Growth, and Inequality:

• Air pollution drag on productivity and growth in South Asia
• Distributional impacts of anthropogenic air pollution in developing countries
• Weather shocks in early childhood affect human capital formation in Ethiopia
• Impact of changes in temperature and precipitation on yield for major crops in Ukraine

Clean Energy, Access, and Growth:

• Improving the credibility of impact evaluation for public investments in energy access
• Customizing energy sector and macroeconomic models to evaluate renewable energy investments and decarbonized growth pathways

Carbon Pricing and Fossil Fuel Subsidy Reforms:

• Framework for measuring total carbon pricing to better track trends in carbon cost alignment in energy prices
• Assessing the efficacy and distributional implications of carbon pricing policies and energy price reforms
• Understanding developing country exposure to carbon border adjustment measures and global climate policies
• Unintended consequences of fuel subsidies on water and fisheries resources

Improving Resilience:

• Research and engagement on investments, technologies, and market reforms to equip farmers, households, and markets to improve productivity and adapt to shocks and to a changing climate
• Mobilizing spatial data to identify targeted interventions to reduce vulnerability to natural disasters, mitigate exposure to pollution, improve urbanization, and harness nature-based solutions

Urban Transportation Infrastructure:

• Value of bridges in Bangladesh
• Cape Town transportation and urban development simulation tool
• Electrification and road provision complementarities in Brazil

Sustainable Land Use:

• Land titling and institutional reforms for property markets
• Improving collection of land and property taxes
• Private management of public parks

Visit the Sustainability and Infrastructure Team website ›  |  Back to the top

Trade and International Integration

This research program seeks to better understand the role of international trade in goods and services, foreign direct investment, and migration in economic development.

• What are the drivers of trade, foreign direct investment, and migration?
• How does international integration shape development and environmental outcomes in countries at different income levels?
• How do shocks such as climate change, conflict, and geopolitical fragmentation impact globalization and development?
• How can national, regional, and multilateral policies promote sustainable development?

Importer and Exporter Dynamics:

• Identify determinants of export success
• Help enact policies promoting competitiveness in export and import markets

Firm Upgrading:

• Identify the drivers of innovation and technology adoption
• Evolving shape of global production networks
• Assess how these impact development outcomes

Distributional Impacts of Globalization and Protectionism:

• Welfare consequences of trade and productivity shocks (e.g. climate change)
• Assess how these vary across space, the income distribution, and industries

Illicit Financial Flows:

• Help customs agencies detect customs fraud
• Identify and assess the effectiveness of remedial measures
• Identify key migration corridors
• Assess which policies best promote migrant and refugee integration

Visit the Trade and International Integration website ›  |  Back to the top

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Of bantam brains and fancy footwork: bioinformatics tools help reveal complexity of avian evolution

In 2014 the Science journal featured an article on the bird tree of life, mentioning the essential role of algorithms and supercomputers that enable modern research in evolutionary biology for all types of living beings. Now, a decade and a giant leap in tool development later, part of the team

Greek researchers from FORTH, NKUA and Harvard University reveal a new mechanism that regulates intestinal stem cells

In an article published recently at the high-impact journal Nature Communications, researchers from NKUA, FORTH-IMBB, and Harvard University, led by Prof. Aristides Eliopoulos of NKUA and postdoctoral researcher Dr. Zoe Veneti of FORTH-IMBB, reveal a new mechanism that regulates the proliferation and differentiation of intestinal stem cells.

FORTH accepts proposals for the Award for Excellence in Academic Teaching in memory of V. Xanthopoulos-St. Pnevmatikos 2024

FORTH announces the 33rd call for the Award for Excellence in Academic Teaching in memory of Vassilis Xanthopoulos and Stefanos Pnevmatikos.

Presentation of the project PROTEAS at the Open Access Laboratory of the National Gallery - Alexandros Soutsos Museum

The project PROTEAS was implemented in the framework of the action RESEARCH - CREATE - INNOVATE and was co-funded by the European Regional Development Fund (ERDF) of the European Union and national resources through the Competitiveness, Entrepreneurship & Innovation Programme (EPANEK) (project code: T2EDK-02428).

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ALL BD RESEARCH & DEVELOPMENT GROUP is a specialized private organization aiming to serve innovative and people oriented research and development for the social and corporate sector. The organization is a podium of interaction among researchers, academicians, development practitioners, business philanthropist, civil society members and far-reaching professionals. These experts support to conduct social and business research generating new ideas about society, economy and corporate governance. The envisaged target clients belong to commercial and industrial companies, UN agencies, donor agencies, local and international NGOs, enterprise agencies, sectoral government research institutions working all over the world.

Perspective

ALL BD Research and Development Group

A vision to dream, mission to materialize, and focus to objectives and goals through highly experienced, knowledgeable and skilled consultants and state of the art tools to bring success.

ALL BD has a team of Business Process Reengineering experts who work for the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle

Every venture or initiative involves finance and hence, a variety of risk factors. ALL BD Risk management team works for identifying, assessing and controlling threats to an organization’s capital and earnings. These threats, or risks, could stem

Integration management is a collection of processes required to ensure that all activities of the projects are properly coordinated. It involves making trade-offs among competing objectives and alternatives to meet

Project management is the practice of initiating, planning, efficient executing, harmonized controlling, and successful packing up the works of a team to achieve specific goals meeting some predefined success criteria

Solutions to Drive Change, Mitigate Risk, and Achieve Process Excellence

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MTN and Huawei launch Joint Technology Innovation Lab to drive Africa’s digital transformation and sustainable development

MTN Group, in partnership with Huawei, officially inaugurated the Technology Innovation Lab at MTN Group’s headquarters. This milestone marks a significant advancement in their ongoing collaboration across diverse digital fields. Initially announced during MWC 2024, when the parties signed a Memorandum of Understanding, the establishment of the lab aims to further deepen their collaboration, accelerating digital transformation and sustainable development across Africa.

The Technology Innovation Lab is poised to be a catalyst for digital progress in Africa. By fostering cross-regional collaboration, it will stimulate the African digital ecosystem and promote the rapid development, deployment, and adoption of cutting-edge innovative solutions.

This lab plays a crucial role in MTN’s evolution, moving beyond the traditional telecommunications operator role to become a leading provider of comprehensive technology services. Research and development within the lab will concentrate on vital areas including 5G and 5G-A technologies, artificial intelligence, big data analytics, cloud computing, FTTH, automation and digital financial services – all catalysts for Africa’s digital future.

During a tour of the facilities at the launch event, visitors were treated to several world-class technology use cases across Network, Fintech, Information Technology (IT) and Security (IS).

Ralph Mupita, President and Chief Executive Officer of MTN Group, stated: “ This lab further demonstrates our commitment to developing relevant, sustainable, and transformative solutions designed specifically for the African context and signifies a strategic investment in Africa’s future – It’s about solutions born in Africa, for Africa. It will catalyse the growth of the digital economy, fostering innovation and generating long-lasting opportunities to empower communities and advance the continent’s development .”

Mazen Mroué, Chief Technology and Information Officer at MTN Group emphasised during the ceremony:  “The Technology Innovation Lab is more than just a hub for tech; it’s a platform for collaboration, demonstrating our technology capabilities resulting from the continuous investment made by MTN during the last 30 years. It is a space where the best minds can come together, share ideas, and push the boundaries of what’s possible. By working closely, we can leverage each other’s strengths and the collective brilliance of Africa’s innovators to create solutions that will transform lives. This collaborative spirit is what will unlock the true potential of this lab.”

Cao Ming, President of Huawei’s Wireless Solutions, stated:  “We will collaborate with MTN to create leading products and solutions for the African market, and together explore new business models to lead the industry forward. We believe that the establishment of the innovation lab will accelerate the development of Africa’s digital economy and build a more prosperous and sustainable African continent.”

The Technology Innovation Lab will serve as a hub for experimentation, demonstration, and skill-building. It is equipped with state-of-the-art facilities and resources designed to support cutting-edge research and development initiatives. The Lab is open to MTNers, partners and other stakeholders based on prior reservation to access the facility. This stands as a testament to MTN and Huawei’s dedication to the future of Africa. It will pave the way for unparalleled innovation, digital inclusion, and economic progress across the continent.

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Russia-related Designations; Issuance of Amended Russia-related Directive 4, Russia-related General Licenses; Publication of Russia-related Determinations; and New and Amended Frequently Asked Questions

The Department of the Treasury’s Office of Foreign Assets Control (OFAC) is issuing Russia-related General License 13E , “Authorizing Certain Administrative Transactions Prohibited by Directive 4 under Executive Order 14024;” General License 66 , “Authorizing the Wind Down of Transactions Involving Public Joint Stock Company Polyus;” General License 67 , “Authorizing Certain Transactions Related to Debt or Equity of, or Derivative Contracts Involving, Public Joint Stock Company Polyus;” and General License 68 , “Authorizing the Wind Down of Transactions Involving Certain Universities and Institutes.”

OFAC is also issuing Russia-related Directive 4 under Executive Order (E.O.) 14024, as amended , and updating Frequently Asked Questions (FAQs) 998-1002 , 1004-1005 , and 1118 to reflect the amendment.  Russia-related Directive 4, as amended imposes an additional reporting requirement on U.S. persons to identify assets of entities subject to Russia-related Directive 4, as amended, which U.S. persons may hold.  U.S. persons must submit a report to [email protected] on or before June 18, 2023, and annually thereafter, on property in their possession or control with an interest, direct or indirect of an entity subject to Russia-related Directive 4, as amended (see FAQ 998 ).  Note that existing licenses or authorizations issued by OFAC pursuant to the prior version of Russia-related Directive 4 remain in effect.

Furthermore, OFAC is publishing a Determination Pursuant to Section 1(a)(i) of E.O. 14024 and a Determination Pursuant to Section 1(a)(ii) of E.O. 14071 .  OFAC is publishing three associated FAQs and removing FAQs 964, 1037, and 1085, which were incorporated into new FAQs 1126-1128 . These changes consolidate OFAC’s general guidance pertaining to Russia-related sector and service determinations.  OFAC is also amending FAQs 1059 and 1061-1062 .

In addition, OFAC is issuing one new FAQ related to a designated person ( 1129 ).

Finally, OFAC has updated the following lists:

The following vessels have been added to OFAC's SDN List: 

ALEKSEY MARYSHEV (UCRD) Research Vessel Russia flag; Vessel Registration Identification IMO 8909329 (vessel) [RUSSIA-EO14024] (Linked To: FEDERAL STATE UNITARY ENTERPRISE HYDROGRAPHIC COMPANY).    GRIGORIY MIKHEYEV (UCRE) Passenger Russia flag; Vessel Registration Identification IMO 8909331 (vessel) [RUSSIA-EO14024] (Linked To: FEDERAL STATE UNITARY ENTERPRISE HYDROGRAPHIC COMPANY).    IVAN KIREEV (UCYO) Research Vessel Russia flag; Vessel Registration Identification IMO 7423275 (vessel) [RUSSIA-EO14024] (Linked To: FEDERAL STATE UNITARY ENTERPRISE HYDROGRAPHIC COMPANY).    PAWELL General Cargo Syria flag; Vessel Registration Identification IMO 8315499 (vessel) [RUSSIA-EO14024] (Linked To: PAWELL SHIPPING CO LLP).    YURI BABAEV (UBPW4) Research Vessel Russia flag; Vessel Registration Identification IMO 9912696 (vessel) [RUSSIA-EO14024] (Linked To: FEDERAL STATE UNITARY ENTERPRISE HYDROGRAPHIC COMPANY).    The following aircraft have been added to OFAC's SDN List:    RA-65690; Aircraft Model TU-134; Aircraft Manufacturer's Serial Number (MSN) 62805; Aircraft Tail Number RA-65690 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-65986; Aircraft Model TU-134; Aircraft Manufacturer's Serial Number (MSN) 63475; Aircraft Tail Number RA-65986 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-65989; Aircraft Model TU-134; Aircraft Manufacturer's Serial Number (MSN) 63605; Aircraft Tail Number RA-65989 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-65996; Aircraft Model TU-134; Aircraft Manufacturer's Serial Number (MSN) 63825; Aircraft Tail Number RA-65996 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-72963; Aircraft Model AN-72; Aircraft Manufacturer's Serial Number (MSN) 36572092845; Aircraft Tail Number RA-72963 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-75478; Aircraft Model IL-18; Aircraft Manufacturer's Serial Number (MSN) 189011302; Aircraft Tail Number RA-75478 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-75496; Aircraft Model IL-18; Aircraft Manufacturer's Serial Number (MSN) 188011303; Aircraft Tail Number RA-75496 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-75499; Aircraft Model IL-18; Aircraft Manufacturer's Serial Number (MSN) 188011004; Aircraft Tail Number RA-75499 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-75676; Aircraft Model IL-18; Aircraft Manufacturer's Serial Number (MSN) 185008605; Aircraft Tail Number RA-75676 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-76592; Aircraft Manufacture Date 31 May 1984; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 43452555; Aircraft Tail Number RA-76592 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76638; Aircraft Manufacture Date 31 May 1985; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 53460802; Aircraft Tail Number RA-76638 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76669; Aircraft Manufacture Date 30 Jan 1986; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 63465949; Aircraft Tail Number RA-76669 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76686; Aircraft Manufacture Date 20 May 1986; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 63468045; Aircraft Tail Number RA-76686 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76713; Aircraft Manufacture Date 29 Nov 1986; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 63474193; Aircraft Tail Number RA-76713 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76719; Aircraft Manufacture Date 30 Jan 1987; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 73474226; Aircraft Tail Number RA-76719 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-76738; Aircraft Manufacture Date 30 Jun 1987; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 73477326; Aircraft Tail Number RA-76738 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78750; Aircraft Manufacture Date 29 Feb 1988; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 83483510; Aircraft Tail Number RA-78750 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78762; Aircraft Manufacture Date 30 Jun 1988; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 83486574; Aircraft Tail Number RA-78762 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78776; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 83489652; Aircraft Tail Number RA-78776 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78789; Aircraft Manufacture Date 30 Dec 1988; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 83490706; Aircraft Tail Number RA-78789 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78794; Aircraft Manufacture Date 31 Jan 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93490726; Aircraft Tail Number RA-78794 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78796; Aircraft Manufacture Date 28 Feb 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93491735; Aircraft Tail Number RA-78796 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78816; Aircraft Manufacture Date 31 Jul 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93495846; Aircraft Tail Number RA-78816 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78817; Aircraft Manufacture Date 31 Jul 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93495851; Aircraft Tail Number RA-78817 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78818; Aircraft Manufacture Date 31 Aug 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93495858; Aircraft Tail Number RA-78818 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78830; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003401010; Aircraft Tail Number RA-78830 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-78831; Aircraft Manufacture Date 31 Aug 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003401017; Aircraft Tail Number RA-78831 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78835; Aircraft Manufacture Date 25 May 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003402033; Aircraft Tail Number RA-78835 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78840; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003403056; Aircraft Tail Number RA-78840 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-78842; Aircraft Manufacture Date 30 Jun 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003403069; Aircraft Tail Number RA-78842 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78844; Aircraft Manufacture Date 31 Jul 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003403092; Aircraft Tail Number RA-78844 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78845; Aircraft Manufacture Date 28 Aug 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003403095; Aircraft Tail Number RA-78845 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78846; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 1003403113; Aircraft Tail Number RA-78846 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-78847; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003404132; Aircraft Tail Number RA-78847 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-78850; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1013405196; Aircraft Tail Number RA-78850 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-82010; Aircraft Manufacture Date 30 Dec 1986; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773053616017; Aircraft Tail Number RA-82010 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82012; Aircraft Manufacture Date 30 Jun 1987; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773052732028; Aircraft Tail Number RA-82012 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82013; Aircraft Manufacture Date 29 Sep 1987; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773053732033; Aircraft Tail Number RA-82013 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82014; Aircraft Manufacture Date 30 Nov 1987; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773054732039; Aircraft Tail Number RA-82014 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82021; Aircraft Manufacture Date 29 Dec 1987; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 19530502002; Aircraft Tail Number RA-82021 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82023; Aircraft Manufacture Date 30 Dec 1988; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 19530502012; Aircraft Tail Number RA-82023 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82028; Aircraft Manufacture Date 22 Feb 1991; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 19530502599; Aircraft Tail Number RA-82028 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82030; Aircraft Manufacture Date 30 Dec 1987; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773054732045; Aircraft Tail Number RA-82030 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82036; Aircraft Manufacture Date 03 Mar 1989; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773054832068; Aircraft Tail Number RA-82036 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82038; Aircraft Manufacture Date 29 Dec 1989; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773054955077; Aircraft Tail Number RA-82038 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82039; Aircraft Manufacture Date 29 Jun 1990; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773052055082; Aircraft Tail Number RA-82039 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-82040; Aircraft Manufacture Date 31 Oct 1990; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773053055086; Aircraft Tail Number RA-82040 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RA-85041; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 12A997; Aircraft Tail Number RA-85041 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85042; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 12A998; Aircraft Tail Number RA-85042 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85155; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 1000; Aircraft Tail Number RA-85155 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85360; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 79A360; Aircraft Tail Number RA-85360 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85426; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 81A426; Aircraft Tail Number RA-85426 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85446; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 80A446; Aircraft Tail Number RA-85446 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85534; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 82A534; Aircraft Tail Number RA-85534 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85554; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 82A554; Aircraft Tail Number RA-85554 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85555; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 82A555; Aircraft Tail Number RA-85555 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85559; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 82A559; Aircraft Tail Number RA-85559 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85563; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 82A563; Aircraft Tail Number RA-85563 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85571; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 83A571; Aircraft Tail Number RA-85571 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85586; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 84A586; Aircraft Tail Number RA-85586 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85594; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 84A594; Aircraft Tail Number RA-85594 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85605; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 85A605; Aircraft Tail Number RA-85605 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-85686; Aircraft Model TU-154; Aircraft Manufacturer's Serial Number (MSN) 90A854; Aircraft Tail Number RA-85686 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86495; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 2726628.1; Aircraft Tail Number RA-86495 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86496; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 3829859.1; Aircraft Tail Number RA-86496 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86539; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 2344615; Aircraft Tail Number RA-86539 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86555; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 4547315; Aircraft Tail Number RA-86555 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86561; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 4154842; Aircraft Tail Number RA-86561 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86572; Aircraft Model IL-62; Aircraft Manufacturer's Serial Number (MSN) 3154624; Aircraft Tail Number RA-86572 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-86906; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 23436064; Aircraft Tail Number RA-86906 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RA-95951; Aircraft Model TU-134; Aircraft Manufacturer's Serial Number (MSN) 63845; Aircraft Tail Number RA-95951 (aircraft) [RUSSIA-EO14024] (Linked To: FEDERAL STATE GOVERNMENTAL INSTITUTION 223 FLIGHT UNIT STATE AIRLINES OF THE MINISTRY OF DEFENSE OF THE RUSSIAN FEDERATION).    RF-78764; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 83486585; Aircraft Tail Number RF-78764 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-78797; Aircraft Manufacture Date 28 Feb 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93491742; Aircraft Tail Number RF-78797 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-78815; Aircraft Manufacture Date 31 Jul 1989; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 93494842; Aircraft Tail Number RF-78815 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-78834; Aircraft Manufacture Date 29 Apr 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003401032; Aircraft Tail Number RF-78834 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-78838; Aircraft Manufacture Date 31 May 1990; Aircraft Model IL-76; Aircraft Manufacturer's Serial Number (MSN) 1003402044; Aircraft Tail Number RF-78838 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-82032; Aircraft Manufacture Date 30 Jun 1988; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773052832051; Aircraft Tail Number RF-82032 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES).    RF-82041; Aircraft Manufacture Date 08 Feb 1991; Aircraft Model AN-124; Aircraft Manufacturer's Serial Number (MSN) 9773054055089; Aircraft Tail Number RF-82041 (aircraft) [RUSSIA-EO14024] (Linked To: JOINT STOCK COMPANY THE 224TH FLIGHT UNIT STATE AIRLINES). 

6 Common Leadership Styles — and How to Decide Which to Use When

• Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Much has been written about common leadership styles and how to identify the right style for you, whether it’s transactional or transformational, bureaucratic or laissez-faire. But according to Daniel Goleman, a psychologist best known for his work on emotional intelligence, “Being a great leader means recognizing that different circumstances may call for different approaches.”

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

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Diverse Cultures and Shared Experiences Shape Asian American Identities

About six-in-ten feel connected to other asians in the u.s., table of contents.

• The making of Asian American identity and knowledge of Asian history in the U.S.
• Immigrant ties shape Asian Americans' identities and their life in the U.S.
• Asians in the U.S. share similar views among themselves and with the U.S. public on what it means to be American
• How Asians in the U.S. describe their identity
• Asian adults and the general public agree: U.S. Asians have many different cultures
• Whom do U.S. Asians consider Asian?
• A majority of Asian adults say others would describe them as Asian when walking past them on the street
• For many Asian adults, where they were born shapes friendships formed in the U.S.
• Most Asian adults are comfortable with intermarriage
• Some Asians say they have hidden their heritage
• Connections with other Asian Americans, politics and political parties
• Need for a national leader advancing the concerns of Asian Americans
• Asian American registered voters and political party
• About one-quarter of Asian adults say they are informed about U.S. Asian history
• What being ‘truly American’ means to U.S. Asians
• Fewer than half of U.S. Asians consider themselves typical Americans
• What do Asian Americans view as important for the American dream?
• Most Asian adults say the American dream is within reach, but about a quarter say they will never achieve it
• Acknowledgments
• Sample design
• Data collection
• Weighting and variance estimation
• Largest origin groups
• Educational attainment
• Immigration status
• Length of time living in the U.S. among immigrants
• Citizenship status among immigrants

Pew Research Center conducted this analysis to understand the rich diversity of people of Asian origin or ancestry living in the United States and their views of identity. The study is part of the Center’s multiyear, comprehensive, in-depth quantitative and qualitative research effort focused on the nation’s Asian population. Its centerpiece is this nationally representative survey of 7,006 Asian adults exploring the experiences, attitudes and views of Asians living in the U.S. The survey sampled U.S. adults who self-identify as Asian, either alone or in combination with other races or Hispanic ethnicity. It was offered in six languages: Chinese (Simplified and Traditional), English, Hindi, Korean, Tagalog and Vietnamese. Responses were collected from July 5, 2022, to Jan. 27, 2023, by Westat on behalf of Pew Research Center.

The Center recruited a large sample to examine the diversity of the U.S. Asian population, with oversamples of the Chinese, Filipino, Indian, Korean and Vietnamese populations. These are the five largest origin groups among Asian Americans. The survey also includes a large enough sample of self-identified Japanese adults, making findings about them reportable. In this report, the six largest ethnic groups include those who identify with one Asian ethnicity only, either alone or in combination with a non-Asian race or ethnicity. Together, these six groups constitute 81% of all U.S. Asian adults, according to a Pew Research Center analysis of the Census Bureau’s 2021 American Community Survey (ACS), and are the six groups whose attitudes and opinions are highlighted throughout the report. Survey respondents were drawn from a national sample of residential mailing addresses, which included addresses from all 50 states and the District of Columbia. Specialized surnames list frames maintained by the Marketing Systems Group were used to supplement the sample. Those eligible to complete the survey were offered the opportunity to do so online or by mail with a paper questionnaire. For more details, see the Methodology . For questions used in this analysis, see the Topline Questionnaire .

The survey research plan and questionnaire were reviewed and approved by Westat’s institutional review board (IRB), which is an external and independent committee of experts specializing in protecting the rights of research participants.

Even though the U.S. Asian population was the fastest growing racial and ethnic group in the country from 2000 to 2019 , it is still a relatively small population. According to the 2021 American Community Survey, the country’s Asian population constitutes 7% of the U.S. population (of all ages) and 7% of adults (those ages 18 and older).

Pew Research Center designed this study with these details in mind to be as inclusive as possible of the diversity of Asian American experiences. Even so, survey research is limited when it comes to documenting the views and attitudes of the less populous Asian origin groups in the U.S. To address this, the survey was complemented by 66 pre-survey focus groups of Asian adults , conducted from Aug. 4 to Oct. 14, 2021, with 264 recruited participants from 18 Asian origin groups. Focus group discussions were conducted in 18 different languages and moderated by members of their origin groups.

Findings for less populous Asian origin groups in the U.S., those who are not among the six largest Asian origin groups, are grouped under the category “Other” in this report and are included in the overall Asian adult findings in the report. These ethnic origin groups each make up about 2% or less of the Asian population in the U.S., making it challenging to recruit nationally representative samples for each origin group. The group “Other” includes those who identify with one Asian ethnicity only, either alone or in combination with a non-Asian race or Hispanic ethnicity. Findings for those who identify with two or more Asian ethnicities are not presented by themselves in this report but are included in the overall Asian adult findings.

To learn more about how members of less populous Asian origin groups in the U.S. identify, see the quote sorter based on our focus group discussions. There, you can read how participants describe their identity in their own words.

For this analysis, an additional national survey of 5,132 U.S. adults was conducted from Dec. 5 to 11, 2022, using Pew Research Center’s American Trends Panel . The survey of U.S. adults was conducted in English and Spanish. Respondents are recruited through national, random sampling of residential addresses.

Pew Research Center has conducted multiple studies that focus on Asian Americans. Previous demographic studies examined the diversity of origins , key facts , and rising income inequality among Asians living in the U.S. and key findings about U.S. immigrants. Qualitative studies have focused on what it means to be Asian in America as well as barriers to English language learning among Asian immigrants. Previous surveys have focused on concerns over discrimination and violence against Asian Americans, as well as studies about their religious beliefs . Find these publications and more on the Center’s Asian Americans topic page .

Pew Research Center is a subsidiary of The Pew Charitable Trusts, its primary funder. The Center’s Asian American portfolio was funded by The Pew Charitable Trusts, with generous support from The Asian American Foundation; Chan Zuckerberg Initiative DAF, an advised fund of the Silicon Valley Community Foundation; the Robert Wood Johnson Foundation; the Henry Luce Foundation; the Doris Duke Foundation; The Wallace H. Coulter Foundation; The Dirk and Charlene Kabcenell Foundation; The Long Family Foundation; Lu-Hebert Fund; Gee Family Foundation; Joseph Cotchett; the Julian Abdey and Sabrina Moyle Charitable Fund; and Nanci Nishimura.

We would also like to thank the Leaders Forum for its thought leadership and valuable assistance in helping make this survey possible.

The strategic communications campaign used to promote the research was made possible with generous support from the Doris Duke Foundation.

The terms Asian, Asians living in the United States , U.S. Asian population and Asian Americans are used interchangeably throughout this report to refer to U.S. adults who self-identify as Asian, either alone or in combination with other races or Hispanic identity.

Ethnicity and ethnic origin labels, such as Chinese and Chinese origin, are used interchangeably in this report for findings for ethnic origin groups, such as Chinese, Filipino, Indian, Japanese, Korean or Vietnamese. For this report, ethnicity is not nationality. For example, Chinese in this report are those self-identifying as of Chinese ethnicity, rather than necessarily being a current or former citizen of the People’s Republic of China. Ethnic origin groups in this report include those who self-identify as one Asian ethnicity only, either alone or in combination with a non-Asian race or ethnicity.

Less populous Asian origin groups in this report are those who self-identify with ethnic origin groups that are not among the six largest Asian origin groups. The term includes those who identify with only one Asian ethnicity. These ethnic origin groups each represent about 2% or less of the overall Asian population in the U.S. For example, those who identify as Burmese, Hmong or Pakistani are included in this category. These groups are unreportable on their own due to small sample sizes, but collectively they are reportable under this category.

The terms Asian origins and Asian origin groups are used interchangeably throughout this report to describe ethnic origin groups.

Immigrants in this report are people who were not U.S. citizens at birth – in other words, those born outside the U.S., Puerto Rico or other U.S. territories to parents who are not U.S. citizens. I mmigrant , first generation and foreign born are used interchangeably to refer to this group.  

Naturalized citizens are immigrants who are lawful permanent residents who have fulfilled the length of stay and other requirements to become U.S. citizens and who have taken the oath of citizenship.

U.S. born refers to people born in the 50 U.S. states or the District of Columbia, Puerto Rico or other U.S. territories.

Second generation refers to people born in the 50 states or the District of Columbia, Puerto Rico or other U.S. territories with at least one first-generation (immigrant) parent.

Third or higher generation refers to people born in the 50 states or the District of Columbia, Puerto Rico or other U.S. territories with both parents born in the 50 states, D.C., Puerto Rico or other U.S. territories.

The nation’s Asian population is fast growing and diverse. Numbering more than 23 million, the population has ancestral roots across the vast, ethnically and culturally rich Asian continent. For Asians living in the United States, this diversity is reflected in how they describe their own identity. According to a new, nationwide, comprehensive survey of Asian adults living in the U.S., 52% say they most often use ethnic labels that reflect their heritage and family roots, either alone or together with “American,” to describe themselves. Chinese or Chinese American, Filipino or Filipino American, and Indian or Indian American are examples of these variations.

There are other ways in which Asians living in the U.S. describe their identity. About half (51%) of Asian adults say they use American on its own (10%), together with their ethnicity (25%) or together with “Asian” as Asian American (16%) when describing their identity, highlighting their links to the U.S.

And while pan-ethnic labels such as Asian and Asian American are commonly used to describe this diverse population broadly, the new survey shows that when describing themselves, just 28% use the label Asian (12%) on its own or the label Asian American (16%).

The survey also finds that other labels are used by Asian Americans. Some 6% say they most often prefer regional terms such as South Asian and Southeast Asian when describing themselves.

Asian adults see more cultural differences than commonalities across their group as well. When asked to choose between two statements – that Asians in the U.S. share a common culture, or that Asians in the U.S. have many different cultures – nearly all (90%) say U.S. Asians have many different cultures. Just 9% say Asians living in the U.S. share a common culture. This view is widely held across many demographic groups among Asian Americans, according to the survey.

The view that Asian Americans have many different cultures is also one held by the general public, according to another Pew Research Center survey of U.S. adults, conducted in December 2022. Among all U.S. adults, 80% say Asians in the U.S. have many different cultures, while 18% say they share a common culture. 1

Though Asian Americans’ identities reflect their diverse cultures and origins, Asian adults also report certain shared experiences. A majority (60%) say most people would describe them as “Asian” while walking past them on the street, indicating most Asian adults feel they are seen by others as a single group, despite the population’s diversity. One-in-five say they have hidden a part of their heritage (their ethnic food, cultural practices, ethnic clothing or religious practices) from others who are not Asian, in some cases out of fear of embarrassment or discrimination. Notably, Asian adults ages 18 to 29 are more likely to say they have done this than Asians 65 and older (39% vs. 5%).

Asian adults in the U.S. also feel connected with other Asian Americans. About six-in-ten (59%) say that what happens to Asians in the U.S. affects their own lives, at least to some extent. 2 And about two-thirds (68%) of Asian Americans say it is extremely or very important to have a national leader advocating for the concerns and needs of the Asian population in the U.S.

The new survey also shows that large majorities of Asian adults share similar views on what it takes to be considered truly American. And they consider many of the same factors to be important in their views of the American dream.

These are among the key findings from Pew Research Center’s new survey of Asian American adults, conducted by mail and online from July 5, 2022, to Jan. 27, 2023. This is the largest nationally representative survey of its kind to date that focused on Asian Americans. The survey was conducted in English and five Asian languages, among a representative sample of 7,006 Asian adults living in the United States. 

Asian Americans are 7% of the U.S. population, according to a Pew Research Center analysis of the 2021 American Community Survey. Their population is diverse, with roots in more than 20 countries in East Asia, Southeast Asia and the Indian subcontinent. About 54% of the national Asian population are immigrants. The six largest origin groups (Chinese, Filipino, Indian, Japanese, Korean and Vietnamese), a focus of this survey and report, together account for 79% of all Asian Americans.

Overall, about 34% of Asian Americans are the U.S.-born children of immigrant parents, and another 14% are of third or higher generation (meaning their parents were born in the U.S. as well), according to a Pew Research Center analysis of the 2022 Current Population Survey, March Annual Social and Economic Supplement.

This survey and report focus on Asian adults in the U.S. The six largest origin groups together account for 81% of Asian adults. And 68% of Asian American adults are immigrants, according to Center analysis of the 2021 American Community Survey. Additionally, 25% are the U.S.-born children of immigrant parents and 10% are of third or higher generation, according to Center analysis of government data.

The pan-ethnic term “Asian American” emerged in Berkeley, California, in the 1960s as part of a political movement to organize the diverse U.S. Asian population. The creation of an Asian American identity was in reaction to a long history of exclusion of Asians in the country, including the 1882 Chinese Exclusion Act and a pair of Supreme Court cases in the 1920s clarifying that Asians, including South Asians, are not “free White persons” and therefore were excluded from becoming naturalized U.S. citizens. 3 Subsequently, the term was adopted by the federal government and today is the principal identity label used by media, academics, researchers and others to describe today’s diverse Asian American population.

In most cases today, someone is considered Asian or Asian American if they self-identify as such. But Asian Americans do not necessarily agree on which regional or ethnic groups from the Asian continent they consider to be Asian, according to the new survey. The vast majority of Asian adults say they consider those from East Asia, such as Chinese or Koreans (89%); Southeast Asia, such as Vietnamese or Filipinos (88%); and to a lesser extent South Asia such as Indians or Pakistanis (67%) to be Asian.

But Asian adults are split on whether they consider Central Asians such as Afghans or Kazakhs to be Asian (43% of Asian adults say they are). While about half of Indian adults (56%) say they would include Central Asians in the category Asian, fewer than half of Filipino (40%), Chinese (39%), Japanese (34%), Korean (32%) and Vietnamese (30%) adults consider them Asian.

Few Asians say they are knowledgeable about U.S. Asian history

Asian Americans have a long history in the United States. From Chinese laborers who helped build the first transcontinental railroad, to Japanese immigrants who arrived as plantation workers in what is now the state of Hawaii, to the incarceration of Japanese Americans during World War II, to Filipinos being treated as U.S. nationals while the Philippines was a U.S. territory, the Asian American experience has been a part of U.S. history.

With the passage of the landmark Immigration and Nationality Act of 1965, a new wave of immigrants from Asia began arriving in the United States, creating a new, contemporary U.S. Asian history. The Vietnam War and other conflicts in Southeast Asia brought Vietnamese and other Southeast Asian refugees to the U.S. , first with the passage of the 1975 Indochina Migration and Refugee Assistance Act and then with the Refugee Act of 1980. The 1990 Immigration Act raised immigration ceilings and set in place processes that allowed the flows of Asian immigrants, particularly of high-skilled immigrants, to continue and expand. The U.S. technology boom of the 1990s and 2000s attracted many high-skilled immigrants, particularly from India and China, to tech centers around the country.

This rich history, however, is little-known to Asian adults, according to the new survey. One-in-four (24%) say they are very or extremely informed about history of Asians in the United States, while an equal share (24%) say they are little or not at all informed.

The majority of those very or extremely informed about the history of Asians in the U.S. say they learned about this history through informal channels: internet (82%), media (76%) and family and friends (70%). In contrast, 49% learned about it from college or university courses and 39% from elementary through high school.

Immigrant ties shape Asian Americans’ identities and their life in the U.S.

Immigration experiences, connections with home countries, and how long someone has lived in the U.S. shape many Asian Americans’ identities. Among Asian adults in the U.S., immigrants are more likely than those who are U.S. born to describe their identity most often with their ethnic labels, either alone or together with the label American (56% vs. 41%).

Meanwhile, Asian immigrants are less likely than U.S.-born Asians (46% vs. 65%) to say they most often describe themselves as American in some way – whether by their ethnic label combined with American, as Asian American, or simply as American. Still, nearly half of Asian immigrants describe themselves in one of these three ways.

When it comes to identifying with the label Asian – either alone or as Asian American – immigrant and U.S.-born Asians are about equally likely to say they do so (28% and 29% respectively). Immigrant Asians are less likely than U.S.-born Asians to identify most often as Asian American (14% vs. 21%).

On the question of seeing themselves more as a “typical American” or “very different from a typical American,” Asian immigrant adults are far less likely than those born in the U.S. to think of themselves as a typical American (37% vs. 69%).

Nativity is also tied to how Asians in the U.S. develop their friendships. Those who immigrated to the U.S. are more likely to have friends who are Asian or of the same ethnicity as them than are U.S.-born Asians (56% vs. 38%).

Asian immigrants (15%) are also less likely than U.S.-born Asians (32%) to have ever hidden a part of their heritage from people who are not Asian. When asked in an open-ended question to explain why they hide aspects of their culture, some U.S.-born respondents mentioned phrases such as “fear of discrimination,” “being teased” and “embarrassing.”

Views of identity among Asian American immigrants are often tied to time spent in the U.S.

How long Asian immigrants have lived in the U.S. also shapes their identity and experiences. Those who arrived in the U.S. in the past 10 years are more likely than those who arrived more than 20 years ago to say they most often use their ethnicity, such as Filipino or Vietnamese, to describe themselves. And about two-thirds (65%) of those who arrived in the U.S. in the past decade describe their identity most often with their ethnicity’s name, either alone or combined with American, compared with 54% among those who have been in the country for more than two decades.

Roughly half (54%) of those who have arrived in the past 10 years say they most often use only their ethnicity to describe themselves, compared with just 21% of those who arrived more than two decades ago who say the same.

On the other hand, just 17% of Asian immigrants who arrived in the country in the past 10 years describe themselves most often as American, by their ethnic label combined with American, or as Asian American, while 59% of those who arrived more than 20 years ago do so.

When it comes to their circle of friends, 60% of Asian immigrants who arrived in the past 10 years say most or all of their friends are also Asian Americans, while 50% of those who arrived more than 20 years ago say the same.

And when asked if they think of themselves as typical Americans or not, Asian immigrants who arrived in the U.S. in the past decade are substantially less likely than those who arrived more than two decades ago to say they are typical Americans (20% vs. 48%).

The new survey also explored the views Asian Americans have about traits that make one “truly American.” Overall, Asian Americans and the general U.S. population share similar views of what it means to be American. Nearly all Asian adults and U.S. adults say that accepting people of diverse racial and religious backgrounds (94% and 91%), believing in individual freedoms (92% and 94%) and respecting U.S. political institutions and laws (89% and 87%) are important for being truly American.

Similarly, Asian Americans and the U.S. general population share in their views about the American dream. They say having freedom of choice in how to live one’s life (96% and 97% respectively), having a good family life (96% and 94%), retiring comfortably (96% and 94%) and owning a home (both 86%) are important to their view of the American dream. Smaller shares of Asian and U.S. adults (30% and 27%) say owning a business is important to their view of the American dream.

Here are other survey findings highlighting the diverse views and attitudes of Asian adults living in the U.S.:

• Indian adults are the most likely of the six largest Asian origin groups to say they most often use their ethnicity, without the addition of “American,” to describe themselves. About four-in-ten Indian adults (41%) say they do this. By comparison, smaller shares of Korean (30%), Filipino (29%), Chinese (26%) and Vietnamese (23%) adults do the same. Japanese adults (14%) are the least likely among the largest groups to use their ethnic identity term alone.
• Japanese adults are the least likely among the largest Asian origin groups to say they have friendships with other Asians. About one-in-three Japanese adults (34%) say most or all their friends share their own ethnicity or are otherwise Asian. By contrast, about half of all Indian (55%), Vietnamese (55%), Chinese (51%), Korean (50%) and Filipino (48%) respondents say the same.
• One-in-four Korean adults (25%) say they have hidden part of their heritage from people who are not Asian. Some 20% of Indian, 19% of Chinese, 18% of Vietnamese, 16% of Filipino and 14% of Japanese adults say they have done the same.
• Across the largest ethnic groups, about half or more say that what happens to Asians in the U.S. affects what happens in their own lives. About two-thirds of Korean (67%) and Chinese (65%) adults say this. By comparison, 61% of Japanese, 54% of Filipino, 55% of Indian and 52% of Vietnamese adults say they are impacted by what happens to Asians nationally.
• Most Asian adults among the largest ethnic origin groups say a national leader advancing the U.S. Asian community’s concerns is important. Roughly three-in-four Filipino (74%) and Chinese (73%) adults say it is very or extremely important to for the U.S. Asian community to have a national leader advancing its concerns. A majority of Vietnamese (69%), Korean (66%), Japanese (63%) and Indian adults (62%) says the same.  
• About half of Vietnamese registered voters (51%) identify with or lean to the Republican Party. In contrast, about two-thirds of Indian (68%), Filipino (68%) and Korean (67%) registered voters identify with or lean toward the Democratic Party. And 56% of Chinese registered voters also associate with the Democratic Party. 
• This finding is from a nationally representative survey of 5,132 U.S. adults conducted by Pew Research Center from Dec. 5 to 11, 2022, using the Center’s American Trends Panel . ↩
• In recent years, a major source of concern and fear among many Asian adults in the U.S. has been the rise in reported violence against Asian Americans . ↩
• For more on the history of the creation of an Asian American identity, see Lee, Jennifer and Karthick Ramakrishnan. 2019. “ Who counts as Asian .” Ethnic and Racial Studies. ↩

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