THE JAPANESE JOURNAL OF EDUCATIONAL RESEARCH
Online ISSN : 2187-5278
Print ISSN : 0387-3161
ISSN-L : 0387-3161
Volume 78 , Issue 1
Showing 1-24 articles out of 24 articles from the selected issue
Research Note
  • Koichi MASUKAWA
    2011 Volume 78 Issue 1 Pages 1-10
    Published: March 31, 2011
    Released: November 28, 2017
    JOURNALS FREE ACCESS
    The present study closely examines early post-war community learning centers (1946-1953) in order to clarify their specific characteristics. It goes without saying that the community learning center system is based on the organization of public community learning centers; however, corporate community learning centers do exist, albeit few in number. It can be argued that a comprehensive and accurate grasp of the role of community learning centers in a region is possible only after analysis of the establishment and management of corporate community learning centers. In principle, a foundation is an organization managed for the purpose of linking local residents with potential educational and learning resources within the community in accordance with residents' demands, lifestyles, and principles. It seems necessary to thoroughly investigate and evaluate the establishment and management of corporate community learning centers in more detail. Nevertheless, to the best of our knowledge, there have been no studies focusing on the establishment and management of corporate community learning centers. To fill this gap, the present study explored the historical development of the establishment and management of corporate community learning centers using a currently established corporate community learning center, Ikeda Machiya Community Learning Center Foundation in Tajimi City, Gifu Prefecture, as a case study. Ikeda Machiya Community Learning Center Foundation was established as a result of Government Ordinance Number 15, which dealt with property such as mountains and forests that districts (village councils) before and during the war possessed but were no longer allowed to maintain. In other words, the corporate community learning center was a result of the 'undercover' transfer of district assets. In the early post-war period, Ikeda Machiya Community Learning Center Foundation was engaged in a wide range of activities related to people's lives and welfare, including economic reconstruction, industrial guidance, medical care, welfare and health matters, raising of standards of living and reviving local society. The diverse and wide-ranging learning and educational activities instigated by residents who saw the community learning center as a place to fulfill their goals are apparent in these initiatives. Thus, although Ikeda Machiya Community Learning Center Foundation was established through a process of 'undercover' management of district assets, it created a foundation of democratic social education practice, playing a substantial role in responding to community residents' real life needs and goals. In the process of judging whether their own needs are met and whether the system guarantees improvements in their standard of living, residents choose whether to adopt the community learning center system and use it according to their own system of ethics; it is here that residents' subjective, dynamic motivation to improve their own standards of living can be identified.
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