This article attempts to review some basic aspects of property rights which are intertwined with the areas of law and economics. The author will be particularly concerned with the interface of law and economics on which property rights are underpinned. Taking issue with so-called Newcomb's Paradox, he will consider how one's free will exerts on the ownership of property. Arguing against Nozick's approach based upon neoliberalism, the author claims that a “tit-for-tat” strategy and its variation in the game-theoretic framework serve for its cooperative solution. The author also insists that the application of the Coase theorem to property rights be seriously hampered by the conditions of transaction costs and that a new light be shed on the problem by development of bargaining theory.

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In this research, we have aimed at grasping the present condition of managing accounts in public cultural facilities and making the nationwide situation clear through the questionnaire survey conducted with 1995 as the target year, furthermore considering about subjects in the future. Also, we have analyzed the accounting structure of expenditures and revenues in public cultural facilities, and have indicated the difference with private theatres. As a result of the analysis, we have read the nationwide situation of managing accounts, that is the tendency of which has depended on the difference of the state of facilities.

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Netherlands national museums have been radically reformed since 1993. National Museums Autonomous Status Act was enacted in 1993, to set up foundations as the legal successors to the national museums and to shift a broad range of responsibilities from the government to the museums themselves. Since the act of 1993, Netherlands national museums have been privatized and acquired autonomous status. This paper shows the background, management and policy implication of the privatization of the Netherlands national museums.

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The Arts Council through which both one flow of artistic goods and services and the other flow of funds are managed links artistic producers to consumers, and is an artistic intermediary between artists and supporters of arts. The Arts Council followed the London Artists' Association supported by Keynes after Fry's venture, the Omega Workshops. The Arts Council has specialized in the artistic intermediary function, and given a considerable asset about what organizations supporting the arts should be.

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A popular perception of the historical development of arts and cultural policy in Britain is that the immediate post-war period was decisive. This article begins looking at the historical involvements of local governments in arts and culture, and examines particularly how the civic theatre in Coventry was established. It will be shown that the development of arts and cultural policy was gradual, but also complex and even paradoxical.

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The aim of this paper is to make clear how the finish national cultural policy has been developed and what kind of principle there is in the finish arts promotion act.
In finish arts promotion act, there founded the arts council system that artists themselves are involved in the arts promotion policy.

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La Monnaie in Belgium, an opera house, is internationally renowned, despite the small size of the country. It has commissioned many new compositions and has given many new interpretations of the major works in the opera repertoires, attracting people from all over worlds. Its basic policy to be international has made it realize international opera tours and employment of international artists and staffs. This is the analysis of La Monnaie in comparison to the other world famous opera houses from the point of view of international management.

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Major programs of the international cultural exchange that the Federal Government has for the promotion of mutual understanding between the United States and other nations are academic and educational exchange, international visitors, art exchange, specialists and youth exchange, collection of cultural materials, preservation and conservation of international cultural heritage, and international broadcasting. The state and local governments have exchange programs as well, such as sister city exchange and arts exchange. This thesis is to present the current situation and characteristics of the policy and programs of international cultural exchange that the Federal Government and state & local governments implement and the organizations that conduct them.

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Narakawa Village, Nagano Prefecture, is characterized with the lacquer industry and post-town. As one of Kiso tourism locations, her one-day trip increased, but stayed tourism decreased. Thus, Hirasawa district of production place is requested for vitalization. Recently, she began international cooperation with the Union of Myanmar and created the lacquer note typed personal computer for Information Technology (IT) innovation. She is an example of organizational vitalization in the Hilly and Mountainous Areas (HMAs). The cooperation activities with Myanmar by female residents are second period and the know-how of vitalization on traditional industry is analyzed.

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In local communities, cultural centers should function as bases for local cultural activities; such centers should therefore be equipped with facilities necessary to these ends. A survey was therefore conducted to assess the facilities of local community cultural centers and the current state of the cultural activities engaged in by local residents using such centers. Results show that 60% of local cultural centers are run by local governments; center administrative staff averages slightly more than 11 persons; staff engaged in cultural activity planning and backstage work averages slightly fewer than 8 persons. A third of the centers are equipped with restaurants. However, the centers do not necessarily serve the convenience of users; for example, some are closed on weekends. In view of these findings, it is necessary not only to seek more flexibility in days closed and to improve facilities; it is also necessary to provide staff with educational training so as to impart uniqueness to each cultural center, and to make the jobs of general managers of the centers more specialized.

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