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A Study of Leading Figures in Local Cultural Policy and the Shift of Cultural Projects:

  • WATANABE Haruka
    The Graduate School of Interdisciplinary Information Studies, The University of Tokyo

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Other Title
  • 地域の文化政策における担い手と事業の変遷過程に関する考察
  • 大会関連論文 地域の文化政策における担い手と事業の変遷過程に関する考察 : 京都市舞台芸術政策におけるNPO法人の役割
  • タイカイ カンレン ロンブン チイキ ノ ブンカ セイサク ニ オケル ニナイテ ト ジギョウ ノ ヘンセン カテイ ニ カンスル コウサツ : キョウトシ ブタイ ゲイジュツ セイサク ニ オケル NPO ホウジン ノ ヤクワリ
  • ―京都市舞台芸術政策におけるNPO法人の役割―

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<p> In Japan, the designated administrator system began to support local cultural faculties in 2003. Today cultural policy is made not only by government but also NPOs by or artists themselves. This paper discusses the role of NPO in managing or planning of cultural resource in local areas and the partnerships between local governments and NPOs by examining a case study. In prior research, local cultural policy has been analyzed from the viewpoint of citizen autonomy using cultural administration theory and sustainability with cultural economics. Especially in latter studies, they discuss resource al- location, redistributive efficiency, and emphasize on externality in studying cultural policy at local level. Additionally, it is increasingly important to discuss partnerships between local governments and NPOs and also how they undertake, implement and evaluate cultural projects. However, these relationships and there condition between local governments and NPOs except for those under the designated ad- ministrator system, have not been studied enough.</p><p> To improve the scholarship in this regard, this paper presents a case study about the role of two NPOs consisting of performing artists in Kyoto, “Kyoto Performing Art Organization” and “NPO GEKI- KEN.” In this case, these NPOs collaborate with the city government in the field of performing art pol- icy, but they have their own goals and independent systems of making policy and undertaking projects apart from local administration. This paper especially focuses on the cultural projects undertaken by “NPO GEKIKEN” and describes the role of those NPOs in local context and the condition under which their partnership works. Finally, this paper concludes that the partnership between Kyoto and those two NPOs was accomplished because the NPOs recognized the differences of their goals and assigned task to achieve their specific goals. Additionally face-to-face network was instrumental for the task sharing. This result indicated that NPOs can be leading figures of local cultural policy, and the conclu- sion gives suggestions on further ways to establish partnerships in local cultural policy.</p>



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