OECD Culture and Local Development.pdf - PACA

More documents

Recommendations

Info

1. USING A TERRITORY’S CULTURE TO PROMOTE LOCAL DEVELOPMENT activities. In some cases, the setting is “mixed”, and thus offers the benefits of entrepreneurial culture associated with certain activities such as textiles. In other cases, there are zones where farming has always reigned unchallenged, which means that the stability of output and outlets becomes a liability once their markets are lost or disappear. A rural region such as Arcadia in Greece illustrates the attendant cultural changes. The entrepreneurial culture there reflected the nature of its human resources, marked by the territory’s history: the lack of an industrial past; the importance of independent employment; emigration and ageing of the population. Moreover, entrepreneurship was hobbled by the lack of management capacity and knowhow, ineffective marketing of products, raw material shortages, the scarcity of modern equipment, the narrowness of local markets. It was realised that the only way to change this entrepreneurial culture was gradually, through the introduction of new technologies, and by stressing quality and encouraging networking among the still-rare initiatives. These fabrics, in which personal relations predominate, could take advantage of new development opportunities if the area were not dominated by outside economic forces, as is often the case with territories where there is little diversification. Where this is the case, it is better to adopt other ways of thinking and working, something that can be achieved through a new technical culture. The growing interest in the analysis of local cultures has sparked proposals for other typologies. In their study of eight European regions, Keating et al. (2003) classify them into four different cultural types: • regions that stress their low production costs in the hope of attracting investments; • regions with a conventional, conservative culture that offer products with high value-added but that exhibit great social inequalities; • regions that are socially more democratic, where production of this kind goes hand-in-hand with greater social integration; • regions that attempt to constitute themselves as states and to take on new attributes and responsibilities, including cultural ones. Producing new entrepreneurial cultures Merely identifying links between desirable cultural traits and local development does not provide a sufficient basis for local policies. The time needed to win acceptance of these new benchmarks or approaches is likely to exceed the lifespan of any CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005 35
1. USING A TERRITORY’S CULTURE TO PROMOTE LOCAL DEVELOPMENT economic policy. Experience with local development, shows, however that changes over time can produce the desired improvements. When we look at ways of reinforcing or disseminating a culture that promotes entrepreneurship, we always come up with a list of favourable factors, and another list of negative factors. - Among the first, we may mention a shared desire for change within a given territory; the existence of networks for spreading knowledge of technology and markets; training institutions, and so on. - Among the negative factors are isolation, the lack of support services needed for industrial conversion or restructuring, the heavy hand of central government, inappropriate financial and tax systems that are too heavily centralised and not adaptable. The determination to enhance the positive factors and to diminish the negative factors can lead to many possible policies (Corman & Greffe, 1998). In this paper we shall look only at those that can encourage this change of reference points. - The first step in instilling a new entrepreneurial culture involves encouraging new project promoters or inducing existing industries to innovate and to become more independent that they were. Many small enterprises (starting with artisans) that survive on subcontracting have little ability to react to disruptions in their traditional markets, and this compounds the problems facing their territories. Their output is often based on a single product, their occupational qualifications are often week and have not been refreshed, training facilities are unable to renew the skills they are supposed to pass on. Some big companies feel the need to stimulate creativity among their subcontractors, but above all when they leave a territory, which creates emergency situations that are not conducive to finding solutions .Some training centres may offer new models and new skills, but this will not always be effective unless it is linked to specific local investments. Such initiatives are more likely to succeed if mediators, local officials and networks are able to make them converge. - Instilling a project- or initiative-oriented culture among young people is the central theme of many local development programmes. Promoting such entrepreneurship is a good way to keep those people within the territory and to turn them into assets. Even if a project fails, the young people who have invested their time and efforts in it will be better equipped to rejoin the labour market than those who have never been involved in such strategies. These initiatives often flounder for lack of personal start-up capital 26 , or for want of training. Training in fact is a 36 CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005
Page 1 and 2: Culture and Local Development
Page 3 and 4: ORGANISATION FOR ECONOMIC CO-OPERAT
Page 6: Table of Contents Executive Summary
Page 9 and 10: EXECUTIVE SUMMARY the operation of
Page 11 and 12: EXECUTIVE SUMMARY new projects; and
Page 13 and 14: EXECUTIVE SUMMARY is the fact that
Page 15 and 16: EXECUTIVE SUMMARY A new agenda for
Page 17 and 18: INTRODUCTION Yet these attitudes gr
Page 19 and 20: INTRODUCTION a basis for developmen
Page 21 and 22: INTRODUCTION Defining cultural reso
Page 23 and 24: INTRODUCTION - the one where cultur
Page 26: ISBN 92-64-00990-6 CULTURE AND LOCA
Page 29 and 30: 1. USING A TERRITORY’S CULTURE TO
Page 35: 1. USING A TERRITORY’S CULTURE TO
Page 52 and 53: Chapter 2 Local development based o
Page 54 and 55: 2. LOCAL DEVELOPMENT BASED ON ATTRA
Page 86 and 87:
2. LOCAL DEVELOPMENT BASED ON ATTRA
Page 88 and 89:
Page 90 and 91:
Page 92 and 93:
Page 94:
ISBN 92-64-00990-6 CULTURE AND LOCA
Page 97 and 98:
3. PROMOTING LOCAL DEVELOPMENT BY C
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 128:
Page 131 and 132:
4. THE CULTURAL FABRIC OF CITIES ex
Page 133 and 134:
4. THE CULTURAL FABRIC OF CITIES -
Page 135 and 136:
4. THE CULTURAL FABRIC OF CITIES Be
Page 137 and 138:
4. THE CULTURAL FABRIC OF CITIES To
Page 139 and 140:
4. THE CULTURAL FABRIC OF CITIES th
Page 141 and 142:
4. THE CULTURAL FABRIC OF CITIES or
Page 143 and 144:
4. THE CULTURAL FABRIC OF CITIES im
Page 145 and 146:
4. THE CULTURAL FABRIC OF CITIES pr
Page 147 and 148:
4. THE CULTURAL FABRIC OF CITIES
Page 149 and 150:
4. THE CULTURAL FABRIC OF CITIES Ar
Page 151 and 152:
4. THE CULTURAL FABRIC OF CITIES Th
Page 153 and 154:
4. THE CULTURAL FABRIC OF CITIES Th
Page 156:
Page 159 and 160:
CONCLUSION - DESIGNING LOCAL PUBLIC
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
BIBLIOGRAPHY Bretton, H., (2000), C
Page 169 and 170:
BIBLIOGRAPHY Frey B. & W.W. Pommere
Page 171 and 172:
BIBLIOGRAPHY Karachalis N.,E. Kyria
Page 173 and 174:
BIBLIOGRAPHY Myerscough, J. (1988),
Page 175 and 176:
BIBLIOGRAPHY .Raffin, F., (1999),
Page 177 and 178:
BIBLIOGRAPHY Walker et al, (2000) P
Page 179 and 180:
ANNEX 1 This distinction between sh
Page 181 and 182:
ANNEX 1 consumption sales of each s
Page 184 and 185:
Annex 2 CHAPTER 3: PROMOTING LOCAL
Page 186 and 187:
ANNEX 2 The second measure is given
Page 188:
ANNEX 2 Table 1. The identification
Page 191 and 192:
NOTES 16. V. Ponthieux S. (2003), p
Page 193 and 194:
NOTES 44. www.ntcicfunds.com 45. id
Page 195 and 196:
NOTES 69. Caserta S., & A.P. Russo
Page 197 and 198:
NOTES 98. The craftsman will retain
Page 199 and 200:
NOTES 116. de Filgueiras Gomes M.A.
show all

OECD Culture and Local Development.pdf - PACA

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?