OECD Culture and Local Development.pdf - PACA

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1. USING A TERRITORY’S CULTURE TO PROMOTE LOCAL DEVELOPMENT and not its explanation. On the other hand, the weight of certain cultural representations, of defensive attitudes in the face of risk or profit, do a better job of explaining the lack of development. By way of illustration, consider the Weber thesis about attitudes to economic success. The experience of local development shows that rural territories regard profit and economic success with a certain suspicion, and this induces planners to offer incentives and arguments in terms of income and benefits rather than of profits. Similarly, instances of community and ethnic development have shown how certain values can rub off on economic behaviour. Making culture a lever for local development The problem with putting culture and local development in perspective has less to do with identifying the relationship than with making use of it: how can culture be made a lever for local development? This issue is seldom addressed, because it suggests long periods of adjustment. Yet there is some pointed evidence, such as the emergence of local savings-and-loan systems in communities generally regarded as poor. Wherever institutions remain attuned to people’s values and ways of thinking, successes will happen, as with the tontine systems that manage to balance individual and collective values. Narayan and Pritchett, in their more general 1997 study, “Cents and Sociability”, showed how specific rural territories could differ in their economic performance (Narayan & Pritchett, 1997). The dependent variable was household income and the explanatory variables combined elements representing social capital with cultural elements such as ways of relating to family or to strangers from outside the village. The results were convincing: local people’s social and cultural characteristics explain why there is both good cooperation in managing common resources and good communication of the information needed to disseminate agricultural innovations. To illustrate this complex relationship whereby a territory’s culture can open or close off development possibilities, it is interesting to study the case of the Australian city of Adelaide, as was done by experts of the British think tank Comedia (Landry, 2003). The challenge for this city, which has scarcely any natural resources, was to move from the 19th to the 21st century. Like all cities, Adelaide’s mindset was heavy on selfanalysis, but unable to develop thereby a positive approach to change 21 . It was characterised by an explosive mixture of idealism and pragmatism, of conservatism and radicalism. Its essential trait was to be satisfied with what it had, and not to have much confidence in its own assets. There was no leadership emerging that might be able to motivate, to stimulate, and to encourage sharing. What was needed, then, was to inculcate a new culture in which imagination could flourish, one that would force people to look beyond the bounds of their comfortable daily lives and to realise their dreams. To do this, a number of devices were called into play: thinking of the city as an interlocking whole and not merely a collection of CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005 31
1. USING A TERRITORY’S CULTURE TO PROMOTE LOCAL DEVELOPMENT islands, overcoming the stereotypes attached to old buildings, linking environment and health dimensions, making vision and strategy determine rules and not the other way around, mobilising hidden assets starting with the energy of groups and communities. The idea of associating artists and scientists (Sci Art Lab) took root, following the example of Glaxo Wellcome 22 , and creativity audits were undertaken, indicators were developed for measuring success against these new visions, and, more important than anything else, ways were sought to popularise a passion for learning, to make Adelaide a Learning City. Culture as a factor for business development The business culture is often defined as the set of values and norms that inspire or govern the behaviour of members of a business. In a similar way, we may speak of a territory’s entrepreneurial culture by looking at all the values and norms that bring players within a territory to put forward activity plans, and to implement them or not. We may conclude from this that a territory’s capacity to create business and jobs is linked to its entrepreneurial culture. For some observers, this question makes little sense. They will point out that creating a business means following certain rules and evoking certain behaviour, wherever that business may be located. From one territory to the next, businesses may not be organised in the same way or involve the same kind of cooperation, but they must always draw upon the same principles and a single entrepreneurial culture should be possible, regardless of the territory. Proceeding in this way, they tend to confuse two cultures that in fact need to be distinguished: the entrepreneurial culture and the business culture. - The entrepreneurial culture involves all those qualities and skills that make individuals, organisations, communities and societies creative, flexible and able to adapt to economic and social changes. - The business culture has to do with all the rules that lead members of the business to produce good results. There is, then, a difference between the entrepreneurial culture or the capacity to conceive and nourish projects, and a business culture that consists of carrying out those projects (Katz, 1999) 23 . Whether a territory has a productive fabric does not depend only on the vagaries of investment, industrial relocation, or the availability of management capacities. It 32 CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005
Page 1 and 2: Culture and Local Development
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ISBN 92-64-00990-6 CULTURE AND LOCA
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CONCLUSION - DESIGNING LOCAL PUBLIC
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BIBLIOGRAPHY Bretton, H., (2000), C
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BIBLIOGRAPHY Frey B. & W.W. Pommere
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BIBLIOGRAPHY Karachalis N.,E. Kyria
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BIBLIOGRAPHY Myerscough, J. (1988),
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BIBLIOGRAPHY .Raffin, F., (1999),
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BIBLIOGRAPHY Walker et al, (2000) P
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ANNEX 1 This distinction between sh
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ANNEX 1 consumption sales of each s
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Annex 2 CHAPTER 3: PROMOTING LOCAL
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ANNEX 2 The second measure is given
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ANNEX 2 Table 1. The identification
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NOTES 16. V. Ponthieux S. (2003), p
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NOTES 44. www.ntcicfunds.com 45. id
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NOTES 69. Caserta S., & A.P. Russo
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NOTES 98. The craftsman will retain
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NOTES 116. de Filgueiras Gomes M.A.
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