case study cultural policy

The first part of the article presents the cultural policy pursued by South Korea until 1989 and the changes that took place after 1989. The second part discusses the methods of implementing the cultural policies.

Jeremie Molho’s comparative study of Doha and Singapore focuses on cultural districts as highly mobile policy instruments. The article stresses local actors’ capacity to adopt and adapt global models to suit their particular interests and, in turn, to promote themselves as models.

The very identity of cultural policy studies as a distinctive field of academic pursuit rests on a problematic but well-established and widely accepted tension between “proper” and advocacy-driven research.

Cultural policy studies tends to privilege the national (and international) as the primary site at which cultural policy is enacted, and focuses on the ‘local’ as a case study of practice, rather than a site of policy in its own right.

This article offers insight into cultural policy that has governed regional and local development, and addresses academic debates about policy related to cultural and creative industries based on several cultural, economic, and geographical factors.

Culture has come to play a fundamental strategic role in the territorial development that seeks to integrate knowledge economy with social cohesion, governance and sustainability. However, cultural policies have been unable to respond to the dilemmas and expectations that this new order presents.

This article therefore develops an approach for analyzing policy change based on evidence from a case study of the development of cultural policy in Catalonia.

This article develops a framework for analysing cultural policy stability and change and applies it to the evolution of cultural policy in Catalonia. Both policy continuity and change are conditioned by the evolution of policy discourse on culture and the characteristics of the cultural policy subsystem.

The case study uses the evaluation method of the CIPP model to show the framework conditions, strategic approaches, implementation practices, and effects at four theaters that implemented such multiplier projects during the 2020/21 season. It shows that the implementation of the projects only partially accomplished the objectives.

Both policy continuity and change are conditioned by the evolution of policy discourse on culture and the characteristics of the cultural policy subsystem. Within this framework, this article also takes into account the role of factors that are exogenous to the cultural domain.