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題名:地方文化產業與地域活化互動模式研究-------以埔里酒文化產業為例
作者:楊敏芝
作者(外文):Yang, Min-Chih
校院名稱:國立臺北大學
系所名稱:都市計劃研究所
指導教授:辛晚教
學位類別:博士
出版日期:2002
主題關鍵詞:地方文化產業地方動力結構地方聯盟機制地方經理機制地方認同感地方文化經濟效益地域活化Local Cultural IndustryLocal Dynamics StructureLocal Coalition InstitutionsLocal Governance InstitutionsLocal IdentityLocal Cultural Economic EffectsLocal Revitalization
原始連結:連回原系統網址new window
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  • 被引用次數被引用次數:期刊(56) 博士論文(15) 專書(5) 專書論文(4)
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  • 共同引用共同引用:0
  • 點閱點閱:175
「地方文化產業」(Cultural Industry)隨著經濟體制的運行,已超越原有的文化禁錮,成為地方再生及建設之重要的經濟資產。文化不再僅是文化,它是一種生活、一種經濟、一種生命力,在地產業已經藉由地方獨特的文化特質拓展其經濟領域,成為地方文化經濟及文化記憶的重要資源。歐美國家許多城市藉由地方聯盟(Local Coalitions)、地方動力基礎(Local Dynamics)、及地方經理制度(Local Governance Institutions)等策略,使文化產業成為擴充城市文化消費、強化城市美學意象、突顯城市文化特質、強化城市生活藝術、凝聚社區居民意識的重要資產。本文將藉由埔里鎮的個案研究,探究台灣未來地方文化產業的策略方向,思考文化產業如何由地方性、文化性及經濟性三個向度,提供未來文化產業政策方向思維。
由文化性角度,地方文化產業根源於特定之地方空間,由歷史文化涵構、生活記憶、傳統文化產物革新等歷史本位中心價值的確立,而賦予地方居民特殊之認同感及歸屬感、心理與美學價值。由地方性的角度探討,文化主題活動、文化展演、及獨特之地方產業已藉由地方自主的力量及地方領域空間的自我實踐,成為地方經濟主要資產,而地方經理機制成為主要的推動力量。由文化經濟的角度,文化產業活動與地方生產系統、資金網絡及地方認同感緊密的結合在一起,能提供地方居民經濟及非經濟性的認同價值。
本文將由文化產業定義類別、地方發展價值意涵、地方動力基礎、地方認同感及地方經理機制等向度作研析,以埔里鎮為實證研究基礎,建構出文化產業與地域活化的互動模式,以作為台灣未來地方發展的動力基礎。
Local Cultural Industry and Local Revitalization
Yang Min-Chih
Abstract
Local cultural industry plays a more active role in local regeneration and planning than before. Culture is not just culture, it has extended its intrinsic meanings to economic dimension based on the uniqueness of the culture of any given place enhances the local cultural economies and cultural memory. Local cultural industry has been many western-city’s key element to market the city to its full potential for tourism and investment and contribute to the city’s livability and civic pride. The success often dependent on the active participation of local dynamics and the institutional structure of local coalition. This essay will examine the economic, locality and cultural role of local cultural industry and its interaction with the local dynamics in the PuLi county which seeking regeneration from its industrial decline.
From the culture viewpoint, local cultural industry is embedded on specific place that can give local people distinctive identity either through the innovation of local traditional products or through the expression of its role as a “Historic Statement”. Local cultural industry has intrinsic characteristics and inherent value of the psychological, aesthetic, intellectual, economic effectiveness, historical significance and creative pleasure. From the locality viewpoint, new spaces of local self-determination are being formed through the networks of cultural events, performances, special local cultural products, and the local governance will be the significant power for success. Social conflict and alliance between different local interest groups need to reconciled, and the ways in which the use of cultural industry as a local strategy gives rise to new political and economic alliances. Every local interest groups should strike on their institutional positions strategic orientations to explore cultural economic dimension. From the cultural economic viewpoint, cultural activities are supposed to lift us out of the mire of everyday lives and into the sacred spaces of ritualized pleasures, it is intertwined with capital and identity in local’s production systems.
Generally, it is found that high-quality local cultural industry strategies are related to higher levels of local economic efficiency that should be embedded on its strengthened local dynamics structure, the enhancement of local identity, symbolic representations of place and local governance institutions. Using PuLi County as a case study, this paper will examine such issues in terms of the basic economic power are articulated by the potential of local cultural industries and local dynamics.
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﹝三﹞、人類社會學、社會互動
1. Coser, Lewis A.(1956), The Function of Social Conflict.
2. Crosbie, Paul V.(1975), Interaction in small Groups, New York: Macmillan.
3. Lovell Nadia (1998), Locality and Belonging, European Association of Social Anthropologists.
4. Kelman, H.C.(1958), “Compliance, Identification and Internalization: Three Processes of Attitude Change”, Conflict Resolution Vol:2.
5. Mcfarland, Dalton(1970), Management : principal and practices 3 rd ed., London: The Macmillian Company.
6. Merton, Robert K.(1975), Social Theory and Social Structure, New Delhi: Amerind.
7. Park, Robert E. (1941), “The Social Function of War”, American Journal of Sociology, XL XI, pp.551-70.
8. Parsons, Talcott(1951), The Social System, Glencoe Free Press.
9. Simmel, Georg(1955), “Conflict”, trans. Kurt H. Wolff (Glencoe, I11: The Free Press).
10. Shaw, Marvin(1976), Group Dynamics, New York: McGraw-Hill.
11. Young, K., Gosschalk, B., and Harter, W. (1996) In Search of Community Identity (Jeoph Rowntree Foundation), York: York Publishing Services.
 
 
 
 
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