global culture
DESCRIPTION
The research of Sasin about Global Culture that impacts Thai societyTRANSCRIPT
. . . .
(Global Culture)
1. (Global Culture) / (Virtual Culture) 1.1 (Global Culture) 1.2 1.3 -: 2. - 2.1 2.1.1 2.1.2 2.2 2.2.1 2.2.2 2.3 2.3.1 2.3.2 2.4 2.4.1 2.4.2 3. i 1 45 50
52 59 67 77 78
80
82
84
89
/ 3.1 3.1.1 3.1.2 3.1.3 3.1.3.1 3.1.3.2 3.1.4 : 3.1.5 3.1.6 3.2 3.2.1 3.2.2 3.2.3 3.2.3.1 3.2.3.2 3.2.4 : 3.2.5 3.2.6 3.3 ii
90 90 94 96 98 99 104 105 108 111 111 115 117 118 120 127 129 132 136
3.3.1 3.3.2 3.3.3 3.3.3.1 3.3.3.2 3.3.4 : 3.3.5 3.3.6 4. : 4.1 (Strategic Direction) (Strategic Packages) 4.1.1 4.1.1.1 (Quest for Cultural Identity) 4.1.1.2 (Civic Participatory Act) 4.1.2 4.1.2.1 (Cultural Value Enhancement) 4.1.2.2 (Cultural Alliance Networking) 4.2 (Strategic Initiatives) - 4.2.1 - 4.2.1.1 (Cultural Capital) iii
136 137 145 146 147 149 151 153 157
157 163 163 165 169 169 172 180
180 182
4.2.1.2 4.2.1.3 4.2.1.4 (Mobilization of Society) 4.2.1.5 4.2.2 (Strategic Initiatives) 4.2.2.1 4.2.2.2 1 2 3 / / / (In-Depth Interview) (Focus Group) (Ethnography)
191 198 202 205 209 209 216 227 234 246 256 261 265 269 273 274 313 321 342
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i ii iii iv v vi vii viii ix x xi xii I II III 1-1 1-2 1-3 1-4 1-5 1-6 1-7 1-8 2-1 2-2 - - (Quest for Cultural Identity) (Civic Participatory Act) (Cultural Alliance Networking) (Cultural Value Enhancement) - (Strategic Initiatives) Global Stage of Development (System Theory) (Cultural Theory) (State of Nature) Thailands Stage of Development - - v 3 4 5 9 11 15 16 17 18 19 21 22 46 47 48 53 54 55 59 60 65 67 68 87 88
3-1 3-2 3-3 3-4 3-5 3-6 3-7 3-8 3-9 3-10 3-11 3-12 3-13 3-14 4-1
4-2 4-3 4-4 4-5 4-6 4-7 4-8 4-9 4-10 4-11 4-12
() ( 20 ) - vi
89 92 93 97 123 128 129 137 142 142 142 145 146 148 159
160 163 166 170 173 181 182 190 192 197 202
4-13 4-14 4-15 4-16 4-17 4-18 1
2
3
(Strategic Initiatives) 480 2552 ( 50 ) 18 20,000 20 GfK Roper Public Affair 2551-2552 480 - 2552
204 208 209 213 214 217 143
143
144
vii
(.) (Global Culture) - 1) 2) 3) - (Critical Theory) (Exploratory Research) / - (Cultural Architecture and Policy Recommendation) 4 1) 2) 3) 4)
1
1. (Global Value) (Global Culture) (Globalization) 5 1 1) 2) 3) 4) 5) (Emerging Culture) 6 (Hybridization) (Homogenization) (Resistance) (Cosmopolitan Culture) (Virtual Culture) (Social Networking) (Cultural Diversity) (Reflexive Culture) / (Me Culture) (Cultural Reminiscence) (Governance Culture) 4 i
1
Scholte Jan Aart (2000), Globalization: A Critical Introduction 2
i:
(Fragmentation) 2. (Reflexive Culture) 3. 4. 1.
3
2. -: - 4 ( ii) ( iii) ii: -
4
iii: 1. 2. 3. -
4.
5
3. - 3.1 (Respect) (Tolerance in Diversity) Censorship 6
(Impartiality) (Egalitarianity) (Digital Exclusion) (Reciprocal Recognition) (Censorship) Consumer Voting (Intergenerational Learning) 7
3.2 . . , . . , . . 1) 2) (Public Space) 8
3) 4) iv iv: 9
( ) , ( ) , , , ( ) , ( )
( v)
10
v: (Human Capital) (Social Capital) (Physical Capital) (Natural Capital) (Financial Capital) (Financial Capital)
11
(Citizenship Culture) 3.3 (Ethnography) 480 12
480 66.8 ( 100) 13
(Exposure) () (Reciprocal Recognition) (Knowledge Creation and Knowledge Management) (Egalitarianity) (Impartiality) (Culture Colonization)
14
4. (Strategic Direction) (Strategic Packages) ( vi) vi:
(Strategic Direction) (Strategic Packages) () ()
15
(Quest for Cultural Identity) (Mutual Respect ) vii: (Quest for Cultural Identity)
(Civic Participatory Act) 16
(Mutual Trust) viii: (Civic Participatory Act)
(Cultural Alliance Networking) (Digital Inclusion) (Mutual Benefit) (Cultural Diversity) (Cultural Unity) - (Skill Mapping)
17
ix: (Cultural Alliance Networking)
(Cultural Value Enhancement) (Synergy)
18
x: (Cultural Value Enhancement)
- Impression Lijiang - . 19
. (Strategic Packages) - - 5 20
( xi) xi: - - (Exposure) (Dialogue) Social Inclusion ASEAN Community
1. 2. 3. 4. (Mobilization of Society)
5.
(Strategic Initiatives) ( xii)21
xii: (Strategic Initiatives)
: 1) (Filter) censorship 2) (Review) 3) (Critical Thinking) (Exposure to Choices) 4) (Identity and Learning) 2
22
(Social Forces) : 1) (Creative Thinking) 2) (Incubate) (R&D) 3) (Exchange) 4) (Practice) 5) (Enhance) 23
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Executive Summary The Office of National Economic and Social Development Board (NESDB) realizes the importance of the flow of global culture that occurs rapidly under complexity and unpredictability. Thus, the NESDB has commissioned Sasin Institute for Global Affairs (SIGA) to conduct a research study on the way in which global culture affects Thai culture and society. The main objectives of this study are; 1) To identify and analyze major driving factors in the global culture context and to evaluate their effects 2) To analyze pattern and evolution from the global cultures that influence Thais ways of life 3) To develop strategic actions particularly cultural management in order to strengthen and maintain Thai cultural roots along with a good utilization of cultural capital. This study project is based on a critical theory in conjunction with exploratory research approach. Data was collected by the methods of focus groups, in-depth interviews, quantitative survey, and workshops with experts in related fields. Analyses of data lead to the development of strategies at various levels ranging from the family to community, national, and international levels. The purposes are to create immunity in Thai culture and society as well as to balance the cultural flow between Thailand and the world. This report summarizes the results into four main topics: 1) Analyses of the dynamics and changes of global culture; 2) Effects of global culture that cause obstacles and also bring opportunities to Thai culture and society at family, community, national, and international levels; 3) Strategic recommendations as a defense to reduce obstacles and also a proactive approach to increase opportunities from the cultural dynamics; 4) Linkage between strategic recommendations. 1. Analyses of the Dynamics of Global Culture, Cultural Flow, and Emerging Culture According to the review of history and global values, global culture does not occur from one set of culture but from the blend across different cultures. Aart (2000) proposed in his book, Globalization: A Critical Introduction, that effects of globalization can be divided into five aspects which are 1) Modernization 2) Universalization 3) Liberalization 4) Internationalization 5) Deterritorialization. These effects lead to the flows of cultural25
hybridization, cultural homogenization and cultural resistance and result in the six emerging cultures. 1) Cosmopolitan culture consists of impartiality, reciprocal recognition and egalitarianity. 2) Virtual culture leads to social networking and cultural diversity. 3) Reflexive culture speeds up paces of living suggests immediacy and indeterminacy. 4) Me culture suggests the focus on oneself which may induce a spiritual collapse because of an intense competition. 5) Cultural Reminiscence reflects the remembrance of cultural heritage. 6) Governance culture emphasizes the bases of integrity, transparency, and responsibility. The effects of these emerging global cultures on the Thai ways of life can be categorized into both obstacles and opportunities (see figure i). Figure i: Obstacles and Opportunities from the Dynamics of Global CultureThai Ways of life 1. Lifestyles, Attitudes, and Beliefs 2. Human Interaction Obstacles Global cultural dynamics can deteriorate the cultural identity and create ignorance of traditional wisdom. Reflexive culture makes human relationships become shallow, aiming only at ones own benefits. The surge of IT leads to an unconscious media consumption without deliberate learning skills. Consumerism and materialism may create the loss of cultural identity as people become more obsessed with foreign products and services. Opportunities Global cultural dynamics may lift up the standard of living and promote value creation via the use of info network. Human interaction across countries leads to cultural diversity and opportunities to live in harmony. Support of IT drives people to exchange and transfer knowledge leading to more R&D and innovation. Capitalism and intense competition impel higher quality and variety of products and fair business practices through consumer protection process.
3. Learning Process
4. Consumption behavior
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2. Obstacles and Opportunities from Dynamics of Global Culture on Thai culture and society at various levels The effects of dynamics of global culture on Thai culture and society can be divided into 4 levels: 1) Family level 2) Community level 3) National Level 4) International Level (see figure ii) and such effects can be classified into both obstacles and opportunities (see figure iii). Figure ii: Global Culture and Effects on Thai Culture and SocietyCultural TrendsPursuit of happiness Me culture Spiritual collapse Inheritance of cultural heritage Risk behaviors Social networking Reflexive Culture Self-expression vs. Communal value Impartiality Cosmopolitan Culture Reciprocal Recognition
Impacts on Thai society FamilyPrivate space Family Break-up Low selfrespect Family activities
CommunityMutual benefits
NationalCultural diversity Rootless society Cultural myth Cultural ideology National Disunity Overlapping Territory Neonationalism, Pluralism Internationalism Harmony: Coexistence of differences
InternationalHedonism International conflicts PostWestphalia International terrorism Deterritorialization
Mafia; Mobster
Cultural Reminiscence
Alternative living Marginalization Community network
Virtual Culture
Family gap Increase and decrease of family relations Respect of idea expression Mutual trust Openness to learn
Volunteerism Public Mind Local Identity
Universalization Transparency Multi-culture
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Egalitarianity Governance culture Strategic Issues
Freedom of thoughts Family norms and ethics Family Development
Decentralization Civil and social governance Community Development
Liberalism Good Governance Cultural Management
Liberalization Global Governance Culture of Rights
Figure iii: Obstacles and Opportunities from the Dynamics of Global CultureSociety Structure Obstacles Time spent in the virtual world rather than with family creates the family gap leading to risk behaviors and social problems. Overconsumption Migration to the city Losing local identity Consumerism and materialism Weakened cultural values Dominant power of some countries Terrorism network Opportunities New way of communications encourages learning within and across families through family network. Opportunity to develop the self-reliant community Alternative way of life Cultural Reminiscence can help strengthen the root of the nation. Acceptance of cultural diversity. International co-operation and relationship Global governance
1. Family
2. Community
3. National
4. International
3. Strategic Recommendations to Balance the Cultural Flows between Thailand and the World The main strategic recommendations to balance the cultural flow between Thailand and the world include 1) cultural dynamics and Thai family development; 2) cultural dynamics and Thai community development and 3) cultural dynamics and Thai cultural management. These strategic recommendations involve culture of rights as a foundation to28
support the balance between personal needs and communal benefits and promote the roles of Thailand at the international level. 3.1 Cultural Dynamics and Thai Family Development With the rapid change of technology and information system, it is believed that the gap between parents and children become wider due to their different capabilities and access to modern technology which lead to their less chances to understand each other. Thus, it is crucial to build a learning process in both parents and the youth in order to be able to adapt to the dynamics of society. Results of the research show that most of the parents still lack understanding and have negative attitudes toward online or virtual activities. One of the reasons is that parents only know the disadvantages of internet usage but do not truly realize its benefits. This is because the government, related agencies (e.g., media and schools) and Thai society mainly put focuses on the negative side of the virtual world without any effective campaign to communicate its benefits. Moreover, the youth are not heard nor empowered to express their views or participate in any development of social policies. Together with the lack of public space to express identity, the youth now have spent more time in the virtual world yielding a wider gap within family and between generations. Defensive strategies to reduce obstacles in modern media consumption include an enhancement of peoples capabilities to select and evaluate information and also policies to promote a better knowledge about internet usage and censorship management across the internet service providers (ISPs) together with a practice of consumer voting based on the belief of reciprocal recognition and mutual respects. At the same time, proactive strategies should be introduced in order to increase opportunities of utilizing modern technology to strengthen family relationship. It was suggested in the research that online media can actually be used in connecting family members based on their common interests. With this alternative channel, parents and children can be more open in exchanging their views. Moreover, the concepts of public spaces (both physical and virtual) can stimulate the youth to explore and express their abilities. In this consideration, further research about information technology usage for learning and strengthening the family relationship should be29
supported. In addition, strategies for family development must take into account culture of rights that will enhance understanding and trust among family members while reducing the social inequality as well as problems of digital exclusion. To generate a synergy of policy development, the previously mentioned strategies (both defensive and proactive strategies) also relate to economic, social and political implications. With respect to economic implication, building competency and access to modern technology can increase national competitiveness by having technologically skilled labors. And encouraging talented youths to have more chances to develop their expertise would become a significant capital in the advancement of creative economy. For social implication, promoting intergenerational learning can induce better understanding of the cultural diversity and supporting a wider access to technology can reduce problems of social gap between those who live in rural and urban areas. Finally, with political Implication, power decentralization and participation of the three key parties (i.e., public sector, private sector, and parents and youths network) can not only encourage social harmony but also advance knowledge exchange and skills transfer. 3.2 Cultural Dynamics and Thai Community Development Community development aims to promote social equality and enhances civil and human rights to Thai citizen. This requires the public sector and related agencies to put more focuses on the community that acts as a base of national development and to build alliance networking. Research data which comprises theoretical concepts, cases of communities in rural and urban areas, and primary data collected at Ta Som communities (Khao Saming district, Trad), Baan Jumrung (Klang district, Rayong), and Toong-Kwai-Kin (Klang distruct, Rayong) illustrates the essences of current situations: Most communities do not join hand in developing their local areas unless there is a credible and well accepted community leader who is working with transparency because he or she can gain trust and reduce any hard feelings toward some perceptions of unfair practices. Most public spaces in the community designed by the central government are not fully utilized due to its mismatch to the local demands. As for the urban community, gathering30
at any public spaces could be difficult because most people feel estranged to each other. Thus, public spaces for urban people might appear in a different form or for different purposes, e.g., public spaces as a stage to express or show peoples talents. People in the communities that have a chance to express and share their ideas with the group can gradually develop their learning and thinking processes which leads to an ability to manage advanced knowledge and skills. Many people in the rural community intend to live sufficiently. They normally refer to H.M. the Kings philosophy of sufficiency economy and stress on being content with what they have rather than always hoping for an indefinite desire. They like to focus on sustainable development and they are conscious about any effects on the society and environment. Results of the research lead to the proposed startegies of community development (see figure iv) Figure iv: Strategies for Thai Community Development to respond to Cultural DynamicsDefensive Strategies Quest for local cultural identity Identifying and developing local leader Co-creating knowledge among community members Proactive Strategies Encouraging Community planning process driven by people participation Implanting the local identity Encourage social gathering for public activities and work groups Exploring the unique local capital for further development Supporting both formal and informal education Bridging the gap of academic research and the communitys needs Directions Thinking leads to analyses of the communitys strengths and weaknesses Discussing encourages participations of community members which can be achieved by creating a public space for gathering, learning, and communal activities Researching can help adding value to cultural capital31
Directions Conserving and restoring the local wisdom
Planning helps to create system and gain supports from related agencies
Driving the community development plan
Implementing starts with a small project to reduce risks Evaluating creates better understanding of the current situation and support future development Enhancing is the collaboration among related agencies at various levels e.g., building a cluster to support growth Alliance network consists of 1) community as an owner of the cultural capital and resources for development 2) local authorities as a host of working team with support from many sectors such as 3) public sector serving as a facilitator of corresponding policy, budget allocation, and direction 4) private sector as a driver who can provide technology, scholarship, or business knowledge 5) education sector as a knowledge transformer to bridge academic research with local needs 6) NGOs as a catalyst to generate awareness and co-ordinate the tasks between different sectors and local community
Creating alliance network
Community development should be based on participation of community members which can occur by making culture of rights a norm for all stakeholders to express and exchange their ideas and contributions. This strategic direction can support the community to become more self-reliant. Additionally, linking the communitys cultural capital (e.g., history, lifestyles, feelings, bonds that have been accumulated over generations) with the other resources of development can contribute to a balance of social development and an increase of national competitiveness (see figure v).
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Figure v: Linkage between Cultural Capital and the other Development CapitalsCapital Human Capital Linking process Encouraging education along with ethics; Promoting knowledge related to local interests; Supporting community leaders to drive the community development. Driving the needs to participate with related agencies in developing the community. The important processes include gathering of people and promoting understanding of cultural capital embedded in the society. Physical capital is, for example, telecommunication, energy, public welfare that in the past was mainly developed by the central government resulting in some mismatch with the communitys needs. It is recommended that local wisdom should be applied in managing and sustaining the physical capital in a long-run. In the past, natural capital was used to support economic growth only. Such approach led to a significant deterioration of natural resources. Applying local wisdom in the management of natural capital can lead to a sustainable way of resource utilization. Promoting co-investment among the government, related agencies, local community and encouraging community members to take part as shareholders can create better collaboration. Moreover, local cultural values such as honesty and social harmony can be incorporated in the financial management systems such as giving loans and credit.
Social Capital
Physical Capital
Natural Capital
Financial Capital
Strategic cultural management at the community level is also relevant to economic, social, and political implications. For economic implication, self-reliance can become a significant immunity to an economic uncertainty in the globalization era. Besides, during this time of creative economy, the community can make use of cultural capital such as local wisdom in producing and distributing their products or services to the market. Social implication includes the development of civil society which supports human rights, equality, and empowerment in managing local resources, social investment, and cultural capital management. As for political implication, the decentralization of power to the community on the basis of local governance can encourage more participation in public policy making and endorse a system of check and balance.
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3.3 Cultural Dynamics and Thai Cultural Management Culture plays an important role in advancing the nation because it links and bonds ways of life, ways of thinking, family, community and the nation together. The cultural flow is mainly driven by a strong identity of the owner of particular cultures. Thus, cultural management strategies need to consider the development of human resources such as culture receivers who can select, adapt, and consume appropriate cultures and culture senders who can understand, realize, and promote the cultural values. Such practices could help create immunity to the spread of foreign cultures and also enhance the countrys image. Studies of this topic include a review of literatures, in-depth interviews with multiple groups of people who shape the cultural dynamics (e.g., domestic and international media, public sector, cultural-related industries), an ethnographic study of those who heavily consume foreign or domestic cultures, and a survey of 480 respondents ranging from Thai teenagers to working people on the topic of comparative cultural perception. The results are as follows: Qualitative research suggested that Thai people are open-minded in terms of cultural acceptance which may cause Thai identity to fade or even vanish easily. Moreover, Thai education still limits the thinking processes such as creative thinking or critical thinking which makes it difficult for people to be able to make sound judgment about any culture adoption. Additionally, Thai media plays an important part in spreading foreign cultures into the country leading to the problem of losing cultural values. Quantitative research (i.e., survey) revealed that Thailand scored 66.8 out of 100 in the national brand index. The strengths of Thailand lie in tourism, people and culture while exports, immigration and investment, and governance are considered weak areas of the country. Though Thai tourism and people are highly ranked, there is still a constraint in scientific and technological development, as well as creative and critical thinking. Nevertheless, the fact that Thai people prefer products or services produced or made in Thailand signifies that Thai people are still proud of the cultural heritage, and at the same time appreciate the contemporary Thai culture because it can fulfill the current needs and wants.34
Results of the research lead to the development of defensive strategies to reduce obstacles from the cultural dynamics such as conserving and restoring the traditional cultural values and promoting sustainability of Thai cultural capital. For example, in tourism, there should be some policies to encourage the local people to protect their cultural assets and manage them with responsibility. As for strategies to increase opportunities, there should be some policies concerning an improvement of cultural-related goods and services to match the global standard and to add more value. Moreover, blending new technology or new ideas into culture may lead to some cultural innovation such as the use of light and sound effects in the cultural performance in Lijiang, China. At the national level, culture of rights should be highly addressed such as the rights to learn about different beliefs, rights to be exposed to the cultural flows, rights to select and make use of different cultures in order to create new things rather than blocking other cultures which may lead to a cultural clash. Furthermore, culture of rights refers to a protection of country of origin and intellectual property rights (Copyrights). Strategic cultural management at the national level is also relevant to the economic, social, and political implications. For economic implication, the rise of creative economy paves way for culture-related products or services to prosper but it requires some adjustments of standard and taste to suit the demand of global market. For social implication, Thai people can be motivated to realize the benefits of enhancing Thai contemporary culture and at the same time conserve the traditional culture in order to uplift the pride of the nation. With regards to political implication, the success of bringing Thai culture to popularity will be a stronghold to defend any culture colonization from foreign countries. 4 Linkage between strategic recommendations The proposed recommendations concerning cultural dynamics and strategic management at the various levels (i.e., Thai family development, Thai community development, Thai cultural management, and culture of rights) share the main strategic directions which are the attempt to maintain and restore what Thai people used to have such as realization and pride of Thai identity, and the attempt to develop or improve what Thai35
people should have such as an ability to collaborate across sectors and to seek opportunities from the dynamics. These directions lead to the proposed strategic packages which integrate the multiple recommendations at various levels (see figure vi) Figure vi: Strategic Directions and Strategic Packages
Strategic Directions
Strategic Packages
Defensive strategies: Conserving, maintaining and Restoring what we used to have Realization and pride of cultural identity Caring and sharing society Quest for cultural identity Civic participatory act
Proactive strategies: Attempt to develop what we should have Ability to co-operate Ability to seek opportunities from the dynamics Cultural alliance network Cultural value enhancement
Quest for cultural identity Quest for cultural identity aims to maintain and restore pride and realization of cultural identity. To create a stronghold of the society, quest for cultural identity may start in the community in which people gather and share their cultural capital. Through family activities that encourage intergenerational learning, they can induce the youth to explore and learn about cultural identity, cherish and care for the community as well as local culture. Such practices can be extended to the cultural value conservation and the Thai Value
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Appreciation campaign at the national level. Moreover, the quest for cultural identity can promote mutual respects among people of different cultures and identities. Figure vii: Quest for Cultural Identity
Civic Participatory Act Civic participatory act puts emphasis on peoples participation in the cultural management at various levels. Starting at the family level, creating family network and educating parents to better understand the change of global context can lead to more cooperations and stronger family relationships. At the community level, stimulating informal social gathering can become a channel for people to exchange ideas and collaborate in public activities. These civic participatory acts at both family and community levels can enhance the conservation and restoration of cultural values such as social unity and community bonding. Moreover, by participating in communal tasks, people can understand about their roles, learn to protect and recover their rights, and gain more mutual trusts in the society.
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Figure viii: Civic Participatory Act
Cultural Alliance Networking Cultural alliance networking creates opportunities to advance the society by way of access to information technology, digital inclusion, and cross-community knowledge exchange which can yield more collaboration among related agencies and further capacity building for the nation. Such practices can generate mutual benefits among stakeholders such as public sector, private sector and education sector. Nevertheless, more research on particular areas such as human resource development and skill mapping must be advanced in order to better coordinate the alliance networking. Figure ix: Cultural Alliance Networking
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Cultural Value Enhancement Cultural value enhancement may start from educating people about any opportunities derived from the cultural dynamics which could lead to the enhancement of identity and cultural capital at both community and national levels. This approach can be put into business practices such as creating culture-related products or services with a clear cultural management direction to synergize efforts among the related sectors (e.g., community, public sector, private sector). In order to come up with the ideas and collaborative strategies, public space (both virtually and physically) can serve as a base to stimulate expression and exchange of perspectives. This proposed process will also lead to the essence of learning about evolving rights such as rights in the virtual culture and a further development. Figure x: Cultural Value Enhancement
The four strategic packages explained above are not limited to only the case of Thailand but also applied to multiple cases at the international level. For instance, the world renowned case of Lijiang, China represents the Chinese governments strong focus on the concept of Chinese culture to Global culture. With the intention to create impression and attraction among both domestic and international tourists, the government firstly conducted quest for cultural identity and found out about the unique way of life and bonding that people have with the Lijiang river. Next, they combined civic participatory act via activities such as knowledge and technology transfer from the private sector and contributions of the local community in making the exquisite performance, namely Impression Lijiang. With state-of39
the-art light and sound effects, cultural value is further enhanced to generate excitement and draw attentions. Moreover, the Chinese government has a clear policy of cultural alliance networking by bringing together the different stakeholders to add value from the beginning to the end processes of this cultural performance. To compare with the case of Thailand (i.e., the cultural city of Ayuddhaya), the roots of culture and history are very clear making the area a famous tourist attraction. It could be said that the quest for cultural identity of Ayuddhaya is proved to be quite prominent particularly that the province is accepted as the world heritage. However, when considering the management aspect, there remain problems of separate and fragmented efforts as well as limited connectivity among different stakeholders such as public sector, private sector, social sector, and the local community. It would be difficult to push forward this cultural city without a strong civic participatory act and successful alliance networking. Moreover, the city must consider strategies to enhance its cultural values in order to distinguish Ayuddhaya from the other cultural places. Another interesting case is the example of Halal food hub in Penang, Malaysia which capitalizes on the growth of Halal food industry in the global market. With investmentsupporting mechanisms and collaborations between business sector and public sector, Penang has succeeded in advancing this business based on the strong identity of Muslim country as well as their integrated efforts of cultural alliance networking. One major strategy is to establish the incubation center to improve production skills, and the logistics and distributions with respect to the religious requirements which proves to be the key strategic move of Penangs cultural value enhancement. Comparing with the case of Halal industrial park in Pattanee, Thailand, it is quite unlikely for Thailand to catch up with Penang in this particular business (at least for now) despite the countrys competitive advantages of being the main source of raw materials. Several problems such as the political unrest and the lack of continual development remain to be solved before progressing to the major goal of this initiative to lift up the standard of living for people in the three southern provinces (Pattanee, Yala, Narathiwas) and to promote the strength and pride of the local community. From the demonstrated cases, it is evident that the strategic packages would take full effects when equipped with structural factors of the cultural development. These include40
abilities to 1) manage cultural capital; 2) connect cultural capital with the other capitals that contribute to the country development; 3) encourage learning culture; 4) develop human resources; 5) relate cultural implication with economic, social, and political aspects. These structural factors (see figure xi) can serve to prepare the society for any changes in the global context and to support the proposed strategic developments at various levels. However, it should be noted that the fundamental factor that upholds these structural factors is the virtue, morality and ethics which needs to be sustained in the society throughout. Figure xi: Structural Factors to Develop Thai Culture and SocietyStructural Factors to develop Thai Culture and Society 1. Cultural capital management to strengthen the root of Thai culture 2. Connecting and linking cultural capital with other capitals to build up the cultural diversity 3. Encouraging learning culture as a basic intellectual structure and immunity to the society. Examples from the Strategic Issues Family Development Relationships among Thais as relatives Thai family network Community Development Unique local wisdom Cultural Management Traditional culture and Contemporary culture Enhancing the image of Thailand Culture of rights Mutual benefits
Products and services from local wisdom
Social inclusion Consumer protection Keeping in touch with the current situation and social movement
Learning about oneself Social interaction Knowledge and technology
Public space for learning and exchanging ideas
Exposure to different experiences that leads to dialogues and sensible culture adoption
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4. Human resource development that mobilizes the society and leads to a sustainable balance 5. Cultural management with economic, social, and political implications to cope with the changes and build national competitiveness
Intergenerational learning and exchange of perspectives
Developing the ability to be a self-reliant but also caring and sharing community Community development based on philosophy of sufficiency economy
Enhancing critical thinking skills and ability to make sound decisions
Developing the ability to negotiate for mutual benefits between countries Co-operation at the international level such as ASEAN Community
Youth and family development as the national agenda
Strategies to prevent cultural colonization Creative Economy
Finally, the strategic initiatives are proposed to sum up the concepts thus far. These initiatives include the defensive strategies that create immunity to reduce obstacles from cultural dynamics as well as proactive strategies to increase opportunities based on the uniqueness of Thai cultural value (see figure xii). Figure xii: Strategic Initiatives
42
Defensive strategies to reduce obstacles from cultural dynamics: 1. Filter is the first measure to prevent the flow of influential global culture by enforcing some rules and regulations such as censorship or social filtering process particularly with people participation (e.g., consumer voting) in order to gain acceptance from the society. 2. Review is a channel opened for all sectors to express their ideas in order to better understand the specified issues from different perspectives. Gaining quality review depends on the design of channels and encouragement of mutual rights, mutual respects and mutual benefits. 3. Critical Thinking will enable people to have a better decision-making process in terms of their exposure to and selective adoption of the cultural dynamics, together with their analytical and questioning skills. 4. Identity and learning: Defensive strategies will be successful if individuals and the society understand, and are proud of their cultural identity. Two major ways to enhance or support the identity include learning from the past to create cultural value awareness and adjusting or blending the unique cultural identity to align with the current situation. Each country may have different measures toward such defensive strategies depending on their different cultural contexts. For example, China may put more emphases on filter system while Japan typically stresses on the review process. As for Thai society, social forces that appear in the review can be endorsed because Thai people value the importance of being accepted by the society. Proactive strategies to increase opportunities from cultural dynamics 1. Creative Thinking can be supported by the synthesized information such as information from the review process as well as information from the forecast which comes from the ability to interpret or turn the cultural dynamics into opportunities. 2. Incubation: Currently, many countries have developed an incubation center of innovative ideas via collaborations between public and private sector to support the research and development. While Thailand already realized the importance of this43
initiative, the country still needs clear support to make the incubation processes happen at the operational level. 3. Exchange: Exchange process can be generated by the community of people who share common interests. This includes both community in the physical world such as public space for joint activities and also community in the virtual world (e.g., open source, creative commons). 4. Practice: Practice is the process of turning the projects into actions which may start from the small ones to avoid risks and to focus on being self-reliant and self-sustained. 5. Enhance: After the projects are progressed at a certain level, they might be disseminated to public for further use. The projects could also be expanded with the concept of alliance networking (e.g., expanding the market base from community level to national and finally to international levels, building up relationship with knowledgeable alliances in order to improve the ongoing projects). In summary, this study project has identified and analyzed major factors driving the global culture context and evaluated their effects on Thai culture and society. The study also analyzed pattern and evolution of the flow of global culture that influence the Thai way of life and cultural value. Understanding this leads to the analyses of impacts such as obstacles and opportunities emerging from cultural dynamics at the family, community, national, and international levels. As a result, both defensive strategies to reduce obstacles and proactive strategies to increase opportunities were proposed to strengthen the root and base of Thai culture and to support the beneficial use of cultural capital in order to balance and sustainably develop the Thai society.
44
(.) (Global Culture) - 1. (Global Culture) 2. 45
3. - (Critical Theory) (Exploratory Research) - (Conceptual Framework) 3 Cultural Flows Global-National Culture Interaction
Globalization of Culture
Global Culture
Policy & Managerial Implications
Cultural Platforms
Cosmopolitanism & Contemporary Culture
I 46
II (Final Report) 210 10 ..2552 ( 3) 1 (Globalization of Culture and Global Culture) 2 (Global-National - Individual Culture Interaction) - / - 3 (Cultural Architecture and Policy Recommendation) 47
/ 1 30 2 60 3 90 4 120 5 150 6 180 7 210 8 240
Review
GlobalizationofCulture andGlobalCulture Global NationalIndividual CultureInteraction
1 2TOR
3 4TOR
CulturalArchitecture PolicyRecommendation
5 TOR
1 SteeringCommittee
2 SteeringCommittee (FocusGroup)
3 SteeringCommittee
1
2
3
(InceptionReport)
(InterimReport)
DraftFinalReport FinalReport
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2
3
4
III (Steering Committee) (Focus Group) (Ethnography) (Global Culture) / 48
(Virtual Culture) - / / / (Creative Economy)
49
1. (Global Culture) (Virtual Culture) / : .. 1952 "" 1642 (UNESCO: United Nations Educational, Scientific and Cultural Organization, 2002) "... () (Edward B. Tylor; , 25513)
2 3
Alfred Kroeber and Clyde Kluckhohn (1952), Culture: A Critical Review of Concept and Definition (2551), : 50
(Mental Life) (Claude Levi-Strauss; , 25524) " " (Raymond Williams; , 25525) Culture and Society: 1780-1950 4 1) 2) 3) (Art) 4) .. 2485 (2535) 3 .. ( , 25396) 4 5
(2552), (2552), : 6 (2539), .. 51
(2549)7 (Culture as social construct) (Culture as space of contesting meaning) - (Working Definition) 4 (1) (Dynamic) (2) (Learn/ Exchange) (3) (Share) (4) (Diverse) 1.1 (Global Culture) 7
(2549), 52
(Stage of Development) (Chronological Order) (Global Value) 5 - 6 18 20 (Pre - modern) (Modern) (Contemporary Phase of Globalization) 1-1
1-1 Global Stage of Development (Global Value) (System Theory) 1-2
53
(Right) (Freedom) (Liberty) (Equality)
1-2 (System Theory) (Cultural Theory) 2 (Context) ( 1-3)
54
1-3 (Cultural Theory) (Global Culture) (Globalization) 1980 - 90 8 5 9 (Scholte Jan Aart, 2000) 1. (Globalization as Westernization and Modernization) (Capitalism) (Industrialism) 8 9
Paul Hopper (2007), Understanding Cultural Globalization Scholte Jan Aart (2000), Globalization: A Critical Introduction55
(Consumerism) 2. (Globalization as Universalization) (Harmonized) 10 (Extensity) (Intensity) (Velocity) (Interactivity) One-to-One One-to-Many Manyto-Many (Critical and Moral Reasoning) (Mental Strength) 3. (Globalization as Liberalization) 2 11 Negative Liberty 10 11
Terhi Rantanen (2006), Media Globalization Isaiah Berlin, Two Concept of Liberty, http://plato.standard.edu/entries/liberty-positive-negative56
Positive Liberty (Welfare) Benjamin Friedman12 4. (Globalization as Internationalization) (International Exchange) (Interdependence) (Dilemma) (Mobility) 5. (Globalization as Deterritorialization) 13 Blurred Scope 4 1) 12 13
Benjamin Friedman (2005), The Moral Consequences of Economic Growth David Held et al (1999) Accessed http://www.infed.org 29 255257
2) -- (Local-Regional-Global) 2 Glocalization Grobalization 14 Glocalization Grobalization (Dollarization) 3) Interdisciplinary (Nanotechnology) (Food Technology) (Innovation Management) 4) (Fragmentation of Identity15) Multiplicity
14
George Ritzer (2003) Rethinking Globalization: Glocalization/Grobalization and Something/Nothing, Sociological Theory, Vol. 21, No. 3 (Sep., 2003), pp. 193-209 15 Stuart Hall and Paul Du Gay (1996), Questions of Cultural Identity58
1.2 (Hybridization) (Homogenization) (Resistance) (Cultural Flow) 5 (Appaduri, 199616) (Ethnoscapes) ; (Mediascapes); (Ideoscapes) (Financescapes); (Technoscapes) 1-4
1-4 (State of Nature) 1-5
16
Arjun Appadurai (1996), Modernity At Large: Cultural Dimensions of Globalization59
1-5 (State of Nature) Solid Phase Modernity Liquid Phase Modernity (Interconnectivity) (Interactivity) (Mobility) (Social Networking) (Reflexivity) (Indeterminateness) (Uncertainty) (Simultaneous) (Internal Issues Externalized) (External Issues Internalized) (Not Knowing) () (Divide and Conquer) (Unite and Collaborate) ( ) 60
(Global Common) (Cosmopolitan Society) (Mind) (Spiritual) (Emerging Culture) 6 9 1-5 (Cosmopolitan Culture) (National Citizen) (Culture of Freedom) (Global Citizen) Global Common (Collaborative Platform) (Culture of Care and Share) (Cosmopolitan Culture) (2002)17 (Cosmopolitanism Principles) 1. (Equal worth and dignity) 1. 17
D. Held (2002), Law
of States, Law of People, Legal Theory61
2. (Active agency) 3. (Personal responsibility and accountability) 4. (Consent) 5. (Reflexive deliberation and collective decision-making through voting procedures) 6. (Inclusiveness and subsidiary) 7. (Avoidance of serious harm and the amelioration of urgent need) 3 (Impartiality) (Reciprocal Recognition) (Egalitarianity) 2. (Virtual Culture) 3. (Reflexive Culture) (Virtual Culture) (Reflexive Culture) (Social Networking) (Cultural Diversity) (Open Source) (Self Expression) (Common Value) (Speed) (Immediacy) 62
(Risk Behavior) 100 (Hyper - reality) 4. / (Me Culture) (Individualism) (Persuit of Happiness) (Choices) (Ambivalence) (Spiritual Collapse) 5. (Cultural Reminiscence) (Postmodern) (Immediacy) (Indeterminacy) 63
(Good Old Day) (Inheritance of Cultural Heritage) 6. (Governance Culture) Liquid Phase Modernity (Good Governance Society) (Clear) (Care) (Fair) (Share) (Good Governance) 8 1-6
64
1-6 www.unescap.org
(Good Governance Culture) (Individual Governance) (Business Governance) (Political Governance) (Social Governance) (Bureaucratic Governance) (Global Governance) Global Common
65
-
66
1.3 -: 1-7
1-7 Thailands Stage of Development
67
1.3.1 5 (Appadurai, 1996) 1-8
1-8 ( ) 68
- .. 2112 .. 2124 4 - 5 4 5 (Modernization) .. 2387 (The Royal Gazette) 569
1 6 ... 7 (Harmonization) 8 . 2 Siamese Talk .. 2504 .. 2540 9 70
(Global-National Cultural Interaction) (Capitalism) (Homogenization) (Hybridization) (Resistance) - ( , 2549) ( , 2548)18 18
(2548), , 71
- (Very Thai) (Core Value) 1) 2) 3) 4) 5) - 1.3.2 72
(Me Culture) (Fragmentation) (Persuit of Happiness) (Reflexive Culture) (Irony) (Criticism) (Ambiguity) Dilemma
73
(Virtual) / 74
1.3.3 (Internationalization) Social Networking
75
-
76
2. - 4 4 4 (Emerging Culture) 1 19 ( 2-1)
1. (Cosmopolitan Culture) 2. (Virtual Culture) 3. (Reflexive Culture) 4. / (Me Culture) 5. (Cultural Reminiscence) 6. (Governance Culture)77
19
2-2 2.1 2.1.1 (Virtual Culture) (Reflexive Culture) (Me Culture) Social Networking (Digital Divide) 2.1.2 78
(Cultural Reminiscence) Retro Vintage (Self-Directed Learning) Social Networking (Self-Expression) (Communal Values) (Cosmopolitan Culture) Governance Culture 79
2.2 2.2.1 - 2.2.2 80
(Alternative Living) OTOP / 81
2.3 2.3.1 ( ) (Reflexive Culture)
82
2.3.2 YouTube Weblog (Self-Expression) (Communal Values) Neo-Nationalism (Cosmopolitan Culture) (Liberalism) (Internationalism) 83
2.4 2.4.1 (Hedonism) 2.4.2 - (Deterritorialization) 84
(Universalization) (Cosmopolitan Culture) (CSR: Corporate Social Responsibility) - 85
86
2-1 -
2-2 -
88
3. / - 3-1LiquidModernity:Connectivity;Interactivity;Mobility;Virtuality
Regimental Imbalance
ImbalancedThailandDevelopmental Imbalance
Cultural Imbalance Governmental Imbalance
3-1 89
- 3.1 3.1.1
90
20 (Virtual Culture) (Social Capital) (Virtual World) 21 ( 3-2) 1) (Family Immunity) 2) (Learning) 3) (Adaptability)
21 .. 2546) 9120
4) (Family Unity) (Virtual Culture)
3-2 (Digital Divide) (Fight it) (Join it) (Papert, 1996)22 (Self-Directed Learning) (Self Immunity) 22
Papert, S. (1996), The Connected Family: Bridging the Digital Generation Gap 92
(Understand and Adapt) (Core Value) (Cultural Capital) (Social Capital) (Human Capital) Informal Learning in Family (Grant, 2009)23 (Social Skills) (Trust) (Transparency) (Touch) ( 3-3)
3-3 23
Grant, L. (2009), Learning in Families: A Review of Research Evidence and the Current Landscape of Learning in Families in Digital Technologies, Future Lab, United Kingdom. 93
(Peer Relations) (Virtual Community) 3.1.2 (Virtual Community) (In-depth Interview) (Focus Group) (In-depth Interview) (Focus Group)
94
: (Hanging out) (Lack of Time) (Cost and Lack of money) (Unavailable Resources and Guidance)
95
Social Networking 3.1.3 2 ( 3-4)
96
3-4
97
3.1.3.1 (Censorship) (SelfCensorship) (Public Opinion/Social Filtering) 3 : (Internet Service Providers) Censorship Hotline : (Social Norms) (Respect) (Tolerance in Diversity) (Self Control by Consumers) (Virtual Community) (Discussion Board)
98
: NetNanny, CyberWatch 3.1.3.2 (Promote Digital Inclusion) (Social Exclusion) 99
(Technology Accessibility): (Knowledge and Skills) ( ) (Customization)
100
(Community Center) Museum Siam Facebook Peer-Mentoring (Web/Forum Moderator) (E-mentoring) (Motivation) (Police) (Guide)
101
20 (Digital Inclusion for Social Inclusion) / IDEA Nokia Research Center (Public Space) (Public Space) (Identity Formation) 1) (Friendship-driven) 2) (Interest-driven) (Network Society) (Subculture) (Virtual Community) (Intergenerational Learning) (Interest-Based Digital Space) (e-Mentor) Live Chat, , e-mail, Chat Room, Message Board
102
kapook.com Animation (Inspiration) (Innovation Fund; Future Lab) )Knowledge Management( (Knowledge Creation) )Knowledge Dissemination and Knowledge Application( Online Social Networking Online Social Networking (Learning Space) ( ) (Knowledge Application)
103
(Ongoing Debate) 3.1.4 : (Respect) (Reciprocal Recognition) (Technology Accessibility) (Knowledge and Skills) (Motivation) (Impartiality) (Digital Exclusion) (Motivation)
104
(Egalitarianity) (Self Expression) (Tolerance in Diversity) (Egalitarianity) (Matei, 2005)24 (Censorship) Consumer Voting 3.1.5 (Cultural Capital) (Core Value) (Cultural Capital)
24
Matei, S. A. (2005), From Counterculture to Cyberculture: Virtual Community Discourse and the Dilemma of Modernity, Journal of Computer-Mediated Communication, Vol. 10, No. 3. 105
(Social Capital) Social Networking (Social Cohesion) (Network Capital) (Participatory Capital) (Human Capital) (Informal Learning) (Intimate Relationship; Love) (Common Interests) ( ) (Friendship-driven) (Interest-driven) (Extended Knowledge Space)
106
Self-Directed Learning (Critical Thinking) (Physical Capital) / - (Affordable) Intergenerational Learning (Physical Capital) (Natural Capital) (Financial Capital) (Innovation Fund; Future Lab)
107
3.1.6 (Talent Center) (Creative Economy) Internet Broadband (Internet Service Providers) (Technology Accessibility) (Knowledge and Skills)
108
(Virtual Community) (Idea Generator) (Source of Public Opinion) (Generation Gap) (Aging Society) (Intergenerational Learning) Museum Siam ( )
109
110
3.2 - 3.2.1 111
3 (..2514-2519) 4 (.. 2520-2524) 5 (.. 2525 2529) ( ) "" ..2500 4
112
: (.. 2500-2520) 2: (.. 2520-2540) 3: (.. 2540- 2549) SML 4: (.. 2549 ) (Globalization) -
113
- ( ) (Juncture of Discourses)
114
3.2.2 . . . . . . . . . .
115
(Public Space)
116
3.2.3 - 2
117
3.2.3.1
118
( ) (Low Commitment)
119
3.2.3.2
120
3 (Triple Foundation of Thought, Foucault ) (Self) (Knowledge) (Power) (Symptom) (Social Norms) (Role Model) (Common Value) (Dialogue) (Public Space)
121
122
Profit Center ( .) (NGO) ( 3-5)
3-5
123
(Facilitator) (Catalytic Agent) (Partnership)
124
(Enhancer) (Corporate Social Responsibility) (Sustainability Development) (Triple Bottom Line) Social Enterprise DTAC
125
(Knowledge Transformer) (NGO) (Watchdog) (Advocacy) NGO (Catalyst) (Awareness)
126
3.2.4 : NGO (Subject Culture) 3-6
127
(Subject Culture)
3-6 (Liberalization)
128
3.2.5 (Cultural Capital) ( 3-7) Social Capital Natural Capital Cultural Capital Human Capital
FinancialCapital Physical Capital
3-7
129
(Human Capital) (Social Capital)
130
(Physical Capital) () ( ) (Public Space) (Natural Capital)
131
(Financial Capital) (Financial Capital) 3.2.6
132
(Maximized Profit) (High Risk High Return) (Optimized Profit) 133
(Citizenship Culture) (Me Culture)
134
. . ( ) ... ( , 255125) (Nominee Democracy) 3 1 .. 2516 2 .. 2540 3 (Ethical Deliberative Democracy)
25
(2551), : 135
3.3 3.3.1 8 9 10 (Me Culture) (Pursuit of Happiness) (Self-Expression) (Reflexive Culture) 3 ( 3-8)
136
3-8 3.3.2 (Ethnography) 480 ()
137
(In-depth Interview) (Focus Group) (Ethnography) : (Virtual Culture) : (Pursuit of Happiness) (Cosmopolitan Culture) (Governance Culture) :
138
(Cultural Heritage) : (Niche Market):
139
: (Anholt-GfK, 200926) 6 6 1. (Country of Origin) 2. (Cosmopolitan Culture) (Governance Culture) 3. 3 (Inheritance of Cultural Heritage) (Pursuit of Happiness) : 4. 5.
Anholt-GfK (2009) Anholt-GfK Roper Nation Brands IndexSM Ranking GfK Custom Research North America 140
26
6. 480 - 2552 66.8 () 6 3-9, 3-10 1, 3 6 6 6 (65.3) (69.2) 6 (67.3) (69.2) 18 20,000 20 GfK Roper Public Affair .. 2551-2552 ( 3-11 2)
141
3-9 exports 80.0 60.0 40.0 20.0 0.0
immigration investment
governance Thailand culture
tourism people
3-10 ()exports 80.0 60.0 40.0 20.0 0.0
immigration investment
governance Thailand culture South Korea
tourism people
3-11 ( 20 )exports 80.0 60.0 40.0 20.0 0.0
immigration investment
governance Thailand culture SouthKorea USA
tourism people
142
1 480 - 2552 62.3 49.8 69.2 77.1 79.1 63.1 66.8 66.8 59.9 65.3 61.3 67.7 60.9 63.6 77.4 69.5 67.3 66.4 68.9 74.0 70.6
2 ( 50 ) 18 20,000 20 GfK Roper Public Affair 2551-2552 46.2(36) 45.7 (40) 51 (36) 57.8 (29) 63.3 (23) 44.2 (38) 51.3 (33) 55.1 (19) 46.9 (33) 52.9 (31) 55.8 (37) 55.9 (41) 46.6 (28) 52.2 (31) 75.2 (2) 58.2 (18) 69.8 (3) 65.9 (5) 71.6 (6) 67.4 (2) 68 (1)
143
3 480 - 2552 59.8 69.8 57.1 42.8 49.3 53.0 56.1 47.9 53.9 79.4 74.2 72.7 79.5 79.2 75.1 85.1 84.0 72.4 77.6 56.8 56.9 63.7 60.3 144 72.9 59.8 67.9 59.8 60.5 59.7 62.5 56.8 62.5 62.9 70.4 60.6 61.0 62.4 70.3 67.9 63.4 69.2 56.2 64.9 61.7 61.8 59.9 83.6 71.3 77.3 69.8 73.9 72.4 63.0 68.2 70.4 60.2 71.4 61.6 66.5 71.1 75.6 64.7 62.2 73.2 69.8 75.7 80.0 70.5 74.0
3.3.3 ( 3-12)
3-12 20 .. 2552 We want a clear vision of how Australia should be seen by the rest of the world in the 21st century, the Austrailan Trade Minister Simon Crean said. we will be looking for agencies to build a contemporaty national brand one which captures the essence of Australia not just a great place to visit but a great place to live, work, and invest a trusted trading partner and a great place to pursue an education. (Nation Branding(a), 2009)145
( 3-13) 3-13 Thailand Repositioned
immigration investment
80.0 60.0 40.0 20.0 0.0
exports
governance
tourism people
culture
3.3.3.1 ()
146
Amazing Thailand Unseen in Thailand 3.3.3.2 3-14 (Functional) (Aesthetic)
147
3-14 (Cultural Reminiscence) ( 3 6) 6 3
148
(Pursuit of Happiness) (Inheritance of Cultural Heritage) 23 ( 2) 3.3.4 : (Reciprocal Recognition)
149
(Exposure) (Originality) () (Impartiality) (Egalitarianity)
150
3.3.5 (Cultural Capital) (Human Capital) (Exposure) (Physical Capital) (Public Space) Museum Siam
151
(Social Capital) (Reciprocal Recognition) (Civic Participation) (Natural Capital)
152
(Financial Capital) 3.3.6 (Skill Mapping)
153
.. 2552 32
Canadian farmers want to make their living in the marketplace and buyers around the world are looking for the premium products the maple leaf has come to symbolize, said Agriculture Minister Gerry Ritz. This investment is going to help Canadian farmers drive market research and promotional campaigns to maximize opportunities around the world.27 By more actively promoting the strengths and benefits of the Canada Brand, the Government will be complementing the individual marketing efforts of specific agriculture and food sectors in order to open more doors and increase sales, said Minister of National Revenue and Minister of State (Agriculture), Jean-Pierre Blackburn.
27
Nation Branding, 2009, Nation Branding Government of Canada investing in Canadian Branded Products. Retrieved on 20th Dec, 2009 from http://nation-branding.info/2009/10/03/government-canadacanadian-branded-products/ 154
(Reciprocal Recognition) (Knowledge Creation and Knowledge Management) (Egalitarianity) (Impartiality) (Culture Colonization or Culture Imperialism)
155
(Cosmopolitan Culture) (Governance Culture)
156
4. : Ethnography 3 1 - 3 - 4 (Strategic Direction) (Strategic Packages) (Strategic Initiatives) 4.1 (Strategic Direction) (Strategic Packages) ( )
157
( ) ( ) ( censorship ) ( ) ( ) ( ) ( ) ( ) ( ) 3 4-1
158
4-1 - 4 4
159
4 (Strategic Direction) 2 (Strategic Packages) 4-2
(Strategic Direction)
(Strategic Packages)
() ()
4-2
160
(Strategic Packages) : (Quest for Cultural Identity) (Civic Participatory Act) / (Cultural Alliance Networking)
161
: (Cultural Value Enhancement) (Synergy) KOCCA (Korea Creative Content Agency) KOCCA KOCCA ACA (Asia Creative Academy) Korean Ministry of Culture, Sports, and Tourism (MCST) 9.5 6.5 KOCCA
162
ASEAN-China Memorandum of Understanding .. 2548 4.1.1 4.1.1.1 (Quest for Cultural Identity) - ( 4-3)
4-3:
163
(Mutual Respect) . .
164
(.) 84 4.1.1.2 (Civic Participatory Act) Creative Space London Toronto
165
( 4-4)
4-4: (Social Norm) ( )
166
(Mutual Trust) . .
167
50
168
2552 UNESCO 4.1.2 4.1.2.1 (Cultural Value Enhancement) ( ) ( ) 169
( 4-5) Creative Commons (Open Source) Creative Commons
4-5: (Synergy)
170
( ) ( ) ( ) ( ) ( )
171
4.1.2.2 (Cultural Alliance Networking) - () , ( ) , ,, () , () ( 4-6) (Digital Inclusion) (Mutual Benefit) (Cultural Diversity)
172
4-6 (Cultural Unity) (Skill Mapping) -- 65 1 3 --
173
-- DekD.com Dek-D.com Dek-D.com (Virtual Community) Dek-D.com
174
( Impression Lijiang) () Impression Lijiang28 Impression Liu Sanjie Large Scale, Real Landscape 12 2600 Impression Lijiang 29 1. (Business Model) i-Design 3 () 28 29
http://www.bondstreettour.com 3 175
2. Impression Lijiang 3. (Storyline) 100 4.
176
Impression Lijiang .. 2534 - .. 2544 1 7 .. 2552 30 (UNESCO) " " 15 .. 2534 104,630,780 1.
30
http://www.ayutthaya.go.th/index.html 177
2. 3. 4. 5. Impression Lijiang ( ) () ( ) 4
178
1. (Quest for Cultural Identity) Impression Lijieng 2. (Civic Participatory Act) (.. .) /// 3. (Cultural Alliance Networking) 4. (Cultural Value Enhancement) 3
179
(FAM Trip) 31 (e Tourism) 4.2 (Strategic Initiatives) - (Strategic Initiatives) (Concepts) - 4.2.1 - 3 - 4-7 31
http://thai.tourismthailand.org/about-tat/about-tat-24-1.html (
. .. 2550 2554)
180
- (Good Governance) () () () ( ( ( ) 5 4-7 -
181
-
(Exposure) (Dialogue) Social Inclusion ASEAN Community
1. 2. 3. 4. (Mobilization of Society)
5.
4.2.1.1 (Cultural Capital) ( 4-8)
4-8
182
(Traditional) (Contemporary) (Create) (Maintain) 4 (Traditional, Maintain) (Traditional Cultural Capital) (Stock) (Maintain) (Cultural Awareness) (Nation Symbol) (Outside-In)
183
(Nettiquette) (Cultural Understanding) 4 1) (Organize) . 2) / (Relate) (Skill Mapping) (Knowledge Sharing) 3) (Criticize) . 4) / (Practice)
184
. . (Cultural Access) (Multimedia) Museum Siam (Traditional, Create) (Traditional) (Create) (Stock) (Flow)
185
HomeStay (Service Mind) (Hospitality) (Service Management) Tacit Knowledge 1)
186
(Scientific Support) 2) (Presentation) Home-Stay ( ) ( ) (Family Destination) 3) (Tacit Knowledge) (Hospitality Traits) (Explicit Knowledge) (Service Management) (Commericalization) 4) )Intellectual Property) (Contemporary, Maintain) (K-Pop)
187
/ (Trend Monitoring) (Trend Analysis) (Knowledge Dissemination) (Coordination) (Alternative Culture) (Contemporary, Create)
188
(Challenge) Animation Challenge , . .. Thailand Animation and Multimedia (TAM), Art Market, , (TCDC) Emporium Kapook Animation (Training)
189
4-9 (Traditional, Maintain) - (Cultural Awareness) (Nation Symbol) (Media Campaign) (Social Monitoring) - (Cultural Understanding) - (Cultural Access) (Multimedia) (ICT) (Community channel) - - (Presentation) - (Tacit Knowledge) (Explicit Knowledge) - - (Trend Monitoring) - (Trend Analysis) - (Knowledge Dissemination) - - (Challenge) - (Training) -
(Traditional, Create)
( Contemporary, Maintain) (Contemporary, Create)
4-9
190
4.2.1.2 ( 4-10) (Ethnic Discrimination) -
191
(Human Capital)
(Social Capital)
(Physical Capital)
(Natural Capital)
(Financial Capital)
4-10 192
2 (Inside-out) (Outside-in) 1. (Inside-out) ( 4.2.1.4) 193
.
194
(Norm) 2. (Outside-in) 1125 Museum Siam (Online Virtual Museum 3 )
195
(Cultural Industry Fund) KOCCA (Korea Creative Content Agency) (SBU) (Synergy)
196
(Inside-out)
(Outside-in)
4-11
197
4.2.1.3 3 (Exposure) (Dialogue) (Adopt) (Adapt) (Transmit) 2551 5
198
(Edutainment) TV Champion, , , , (Knowledge-based society) 1. o o
199
o (Lifelong Learning) (Aging Society) o (Intergenerational Learning) o Learning in the Mall/Park TK Park Central World o (Learning from Others) Blog (Best Practice) (Learning from the Past) (Role
200
Model) Blogger o (Learning by Doing) 2. ( 4-12)
201
(Learning Culture)
1) - Customization Creativity Practice - - - 2) - (Lifelong Learning) (Intergenerational Learning) - (Learning in the Mall/Park) - (Learning from Others) (Learning by Doing) - (Intellectual - Infrastructure) -
4-12 4.2.1.4 (Mobilization of Society) - (Mobilization of Society) 3
202
(Holistic Development) ( 4-13) (Physical Quotient: PQ) (Public Space) (Intelligence Quotient: IQ) .
203
(Emotional Quotient: EQ) () () () (Spiritual Quotient: SQ) (PQ) (IQ) (EQ) (SQ)
4-13
204
4.2.1.5 3 (Family Value)
205
(Creative Economy) (Culture and Economy) 1. (Creative Economy) 2.
206
(Culture and Society) 1. 2. (Social Norms) (Social Networking) (Cultural Diversity) (Culture and Politics) 1. 2.
207
Home-stay 100
1) (Culture & Economy) 2) 1) (Culture & Society) 2) 1) (Culture & Politics) 2)
4-14
208
4.2.2 (Strategic Initiatives) (Strategic Initiatives) ( 4-15) 4-15 (Strategic Initiatives)
4.2.2.1 ilter) - . . . (Voting) Filtering Software
209
Censorship (-) (Internet Service Providers) Censorship Hotline Self Regulation Advertising Standards Authority, Press Complaint Commission ()
210
(Review) Red District (Dialogue)
211
( ) Countinyou FPI ( ) (Means) (End) (Active Review)
212
(Critical Thinking) (Exposure to Choices) (Critical Thinking) -416 (Sensible) (Dominated) (No Choices) (Ignorant) (Revolutionary)
4 - 1 6 ( 4-17) (Focused Observation) (One-way/Passive Receiver) (Question) (Seek Information) (Internal Information) (External Information) (Public Communication)
213
4-17 . . . .2535 3 1) .3 2) 3)
214
(Analyse) (Decide) (Critical Thinking) Censorship (Filter) (Social Forces) (Review) ) ( (Identity and Learning) 2 (Cultural Adaptation)
215
2 1) (Adopt) )Adapt) 2) ..2515 ..2541 4.2.2.2 ()
216
) Aesthetic Experience) (Creative Thinking) (Creative Thinking) -418 (Creative Thinking) (Random Observation) (Challenge) Museum Siam (Seek Information) Museum Siam (Generate Ideas) ) Possibilities) (Describe) (Critical Thinking)
4-18
217
Shanghai Tang (Luxury Product) (Orientalism) (Cultural Reminiscence) Shanghai Tang ( ( Shanghai Tang Mandarin Collar Society (Necktie) Shanghai Tang 30
218
(Incubate) (Incubating) 2.1 6.9 32 11 ( 2551) AL Hamra Management and Consultancy services (R&D) 1
32
http://www.muslimthai.com/main/1428/content.php?category=91&id=891 219
200 1. 100 2. 3. 100 5 33 (Shariah Law) 4. 33
http://www.matrade.gov.my/cms/content.jsp?id=com.tms.cms.article.Article_e2078fd8-7f000010-
297b297b-7e4d4ff5
220
13 5. Organization of Islamic Countries (OIC) 6. . . . .. 2546 .. 2548 - .. 2552 80 170 40 34 34
http://www.industry.go.th 221