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NOTES 87. This trust also serves as a lubricant and can facilitate dealings that may not be strictly reciprocal at a given point in time. 88. It is no longer a question of tinkering with some element of the production process, but rather of immediately changing certain characteristics of products and of factors. 89. In the first case, shareholders must be created, in the second case, stakeholders. In the first case, the accumulated trust between a limited number of partners will act as an unrecoverable cost, while in the second case, there must above all the solid social recognition among all the firms. 90. We may distinguish two types of clusters: those that involve activities implying an existing division of labour in producing cultural goods (e.g. concept and design, which are concentrated in major centres), and those that flow more directly from a craft, where there is less if any division of labour (found typically in smaller cities and especially in rural areas). 91. At once ancient and recently “re-created”, Babelsberg, near Berlin, offers an example of a cultural district created largely by private initiative. The idea was not so much to create a district as a cluster of skills and activities at a site that once played a key role in moviemaking but that, in the wake of German reunification, found itself stranded. The site was initially renovated by French investors who rebuilt the infrastructure, studio access roads and artists’ housing, and set up IT networks. At this point the High Tech Babelsberg centre was set up, in recognition of the growing importance of the new audiovisual production technologies for “special effects”, soundtracks, editing etc. Since these activities are typically spread among small, independent firms, the principle is to provide a logical platform joined by broadband networks so that all firms can be interlinked through their computers. 300 jobs have already been created, and a thousand are expected. The centre does not exclude the big firms by any means: in fact, they can find there the resources that they are unwilling or unable to provide themselves. Finally, the centre is running training programs and creating an atmosphere that fosters the dissemination of new skills, even ones that have yet to be identified by training institutes or certification programs. 92. Rockwood in Cincinnati systematically publishes articles in the local and national press. 93. Florida R. (2002), p. 64. 94. idem, p.67. 95. idem, p. 66. 96. www.creativeclass.org 97. A good example of this phenomenon can be seen in the history of the Faubourg Saint-Antoine in Paris, which had been a centre of European cabinetry since the 17th century. Hausmann’s grand reshaping of the city in the 19th century scattered the district’s trades and its artisans gradually lost contact with their clientele, who tended to patronize the merchants. Over time, the organization of the craft shifted from one where independent cabinetmakers made and sold their own articles to one where they were essentially suppliers to the merchants, a shift that was accelerated by competition among the merchants. The change in the district’s layout disrupted and ultimately dissolved the Faubourg’s closeknit cabinet-making community, as its numbers declined and the cohesion bred of its self-sufficiency was undermined. In this way, projects to maintain these activities in city cores often pose issues that go beyond land-use aspects and can transform the very nature of the activity concerned. CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005 195
NOTES 98. The craftsman will retain the exclusive right to this model, which he can then reproduce for other clients, all the while keeping its distribution limited. But technological changes and a shifting commercial environment will tend to reduce the creative part of his work, and the technical quality of execution will gradually come to prevail over artistic creativity. 99. Artisans used to take just as many pains in their restoration work as they would in making their own piece of furniture. One of the goals of traditional restoration was to retain the normal use of the article. It had to be solid, and a broken leg would often be replaced for fear that the glue might not hold. Making the restoration durable, in fact, was the criterion for selecting materials and glues. A “good product” had to last as long as possible, and glues were expected to be hyper-resistant and virtually indestructible. With this approach, once an item was glued together it would never fall apart and it could not be taken apart. The frame of mind of the traditional craftsman was perfectly reflected in his know-how, in the attention he paid to the solidity of the furniture, and in his use of irreversible glues. Sometimes his efforts would save a piece of furniture from total destruction. Unfortunately, this approach to restoration takes a little account of the article itself: technique is more important than the object. The article must bend to the technical imperatives of the cabinetmaker, and not the other way ‘round. Traditional finishing operations are good example. In order to produce a hand-rubbed varnish according to the tradition and rules of the art, the restorer had first to make the surface perfectly flat — any unevenness in the veneer was unacceptable and this often called for vigorous sanding. The veneer was thus reduced to the thickness of a sheet of cigarette paper, and might even be worn right through, all for the sake of the precious hand-rubbed finish. 100. In the Faubourg Saint-Antoine, the restorers are now taking a new approach to their trade: whether the restoration involves a light touch-up or a complete overhaul, it will be done in full respect of the integrity of the piece and its history. Scraping and sanding are no longer allowed. Because any remaining slight unevenness in the veneer is now tolerated, the traditional hand-rubbed varnish is not normally applied. The finish will be less brilliant and less thick, and the effect will be that of a matte finish, waxed or wax-filled. Beyond these questions of craft technique and practice, there is also a new frame of mind. Furniture is no longer considered as just a utilitarian and decorative object but also as a work of art, a witness to its time, a living work, and it must be preserved both in its authenticity and in the hallmarks of its usage. 101. Firms in Lorraine or in Limoges, which export more than 40% of their output, have had to establish their own marketing channels, at least initially. By way of illustration, Baccarat has always sought international markets to avoid the hazards inherent in having all its activities tied up in a single territory. Thus between 1992 and 2000 the number of its retail stores rose from 4 to 47. The most recent ones were opened in India, China, the Middle East and the United States. Today, Baccarat has a presence in 85 countries, and exports account for 80% of its sales. 102. In the glass and crystal industry, the work force focuses primarily on productive know-how and knows relatively little about technological trends. The particular feature of training in this industry is that it resembles “on-the-job apprenticeship”, and it has always been this way in the traditional crystal works. Training must be seen, then, as a means of passing on know-how, while taking due account of the largely implicit knowledge, which by definition is hard to formalize and communicate. On the other hand, apart from this on-the-job apprenticeship, holding a CAP-type diploma is a key asset, recognizing that any person who has taken initial training can be put to work faster than someone who has not done so. 103. In 1995 the Leonardo da Vinci Program was launched with the support of the European Commission. Drawing on a network of 70 European firms, CERFAV takes in 150 apprentices every year from participating countries and trains them in the glassmaking arts, in an effort to fill the shortage of skilled 196 CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005
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Culture and Local Development
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ORGANISATION FOR ECONOMIC CO-OPERAT
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Table of Contents Executive Summary
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EXECUTIVE SUMMARY the operation of
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EXECUTIVE SUMMARY new projects; and
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EXECUTIVE SUMMARY is the fact that
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EXECUTIVE SUMMARY A new agenda for
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INTRODUCTION Yet these attitudes gr
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INTRODUCTION a basis for developmen
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INTRODUCTION Defining cultural reso
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INTRODUCTION - the one where cultur
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ISBN 92-64-00990-6 CULTURE AND LOCA
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1. USING A TERRITORY’S CULTURE TO
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