Abstract
This article presents a detailed description of the 1989 river improvement process in Amagasaki City, with the purpose of analyzing the mechanism of policymaking and implementation by local governments.
Relying on the so-called 'Four-Player' theory proposed by Katsumi Yorimoto, the description was made focusing on the four players that played critical roles in local policymaking and implementation: Head of the local government (e.g., mayor), local assembly, residents, and labor unions of local government employees. The auther believes that the theory can make a clear account of structure of local dynamism in policy process.
The article examines whether one of the conflict theories applies to the Amagasaki case: the theory proposed by J.S. Coleman that suggests six emerging patterns in rise and spread of conflicts between residents and local governments. The author proposes that not only local policymaking but also implementation should be seen as dynamic processes of compromise and adjustment among various, conflicting interests.
