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Who was Nosei Abe? : Talking about him without letting him talk
Get PDFThis article roughly outlines the life of Nosei Abe （1883-1966） - the
author of numerous books, including two autobiographies - by quoting
and reconstructing the discourses among others about him. Abe is
almost forgotten today, but as a philosopher, professor, Minister of Education
in the aftermath of the war, and educational advisor to Crown
Prince, he was once famous as well as much admired and criticized.
From people’s views on Nosei Abe emerges the characteristics of modern
Japanese culture or political situation.
First, I discuss how Abe is seen as having no academic achievement
despite publishing many books from Iwanami Shoten, a well-known academic
publisher. Abe was regarded as a dilettante who merely introduced
western science and culture, or an essayist without philological
research or genuine scholarship. From this perception of Abe, we can
see what is recognized as “academic” in humanities in modern Japan.
The next notable thing is that Abe was accused of being a “conservative
reactionary” by the younger generation of Japan during the Cold
War. However, Abe was one of the leading writers of Taishō-Culturalism,
who advocated western individualism and liberalism in Japan in the early
20th century. Abe described himself as a “liberal.” In fact, after Japan’s
defeat in the Second World War, Abe was also the chairman of the leftwing
peace organization headed by Iwanami Shoten.
Meanwhile, Abe expressed his discomfort with the labor movement
and admitted his aversion to the Soviet Union and the communist party.
Some people criticized these contradictions in Abe and some fondly
remembered his harmless “slovenliness” or “magnanimity.” One could say
that the mix of cultural liberalism and political conservatism in Abe is a
typical example of modern Japanese intellectuals.departmental bulletin pape
Multiple Networks of the Venetian Oligarchy in the Early Sixteenth Century : A Prosopographic Analysis of a Compagnia della Calza
Get PDFAs in every society, patricians of the Venetian Republic were
combined with one another by various personal ties. Such relationships
were especially significant for the top-ranking patricians in the early
sixteenth century, when the tendency for the oligarchy was so intense
in Venice. They weaved out multidimensional networks, through which
the power went concentrated in their hands. In addition to kinship and
marriage bonds, they had a great diversity of social connections through
formal and informal associations. One of these jointing points of Venetian
nobles was the Compagnia della Calza.
The Compagnie （pl.） della Calza were “youth societies” and festive
associations almost exclusively for nobles. They organized pageants
and banquets on such occasions as carnival, the wedding of members,
and welcoming foreign princes. According to the contemporaries, there
existed 30-40 Compagnie della Calza between the middle fifteenth and
the middle sixteenth centuries. For the last half-century, historians
paid more and more attention to these groups, mainly with interests
in festivities and theatrical plays. Many of them have pointed out the
importance of the Compagnie della Calza in the social life of Renaissance
Venice and referred to the high status of their members. However,
no prosopographic investigation into any specific Compagnia has been
conducted so far.
In this paper, I analyzed 44 members of the Compagnia degli Ortolani
（Company of the Gardeners）. We can collect pieces of information
about its membership and activities from the diaries of Marin Sanudo, a
contemporary patrician （from this and other sources, Lionello Venturi
drew up member lists of 12 Compagnie, including that of Ortolani, in
1909, but with omissions and duplications）. In the first place, I consulted
the Genealogie Barbaro in the State Archive of Venice to identify every
member of the Ortolani. These genealogies give us personal data on
thousands of patricians of Venice. Then I searched for more detailed
information about the Ortolani members, mainly in the Dizionario
Biografico degli Italiani published by Treccani Institution.
This analysis revealed individual relationships among the Ortolani
members and confirmed that many of them were scions of the most
prestigious and wealthiest families. Two members married the
granddaughters of two Doges in office （Leonardo Loredan and Andrea
Gritti） and another two were grandsons of another Doge （Antonio
Grimani）. Two members could “buy” the status of the Procuratore di
San Marco, the highest position in the Venetian government only second
to Doge, though still being inexperienced young men, one for 20,000 and
the other for 10,000 ducats.
A peculiar thing about the Ortolani members is the fact that
many of them had personal ties with Andrea Gritti. Some had blood
or matrimonial connection with him or with his business/political
partners. During the War of the League of Cambrai, two members
were co-prisoners of Gritti in France. After their release, they fought in
collaboration with him and accomplished the reconquest of the mainland
territories. Considering that the Ortolani were active in the “post-
Agnadello” period, they might have shared a special sense of belonging
to the elite group.
In the course of this investigation, I found a number of other
Compagnie members among close relatives of the Ortolani members.
For further elucidation of multiple and intricate personal networks of
Venetian nobles, we need to extend our research to other Compagnie
della Calza and other associations.departmental bulletin pape
NAJIMA Yoshinao ed., Risk Communication（in Japanese, Tokyo : Akashi Shoten, 2021, 356pp.）
Get PDFdepartmental bulletin pape
Die Einwilligung des Verletzten bei der Tötung auf Verlangen und der Körperverletzung mit Todesfolge
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A Comparative Analysis of Educational Support by the Asian Development Bank and Government of Japan
Get PDFThis paper aims to study and compare the education support to the developing countries
provided by the Japan International Cooperation Agency （JICA）1）
and the Asian
Development Bank （ADB）.2）
The analysis was done based on framework of the Creative
Integration Management Model of the Project and Program Management （P2M） Theory.3）
Education is one of key sectors directly contributing to human resource development
of developing countries. Building a solid human resource through education including
vocational training is foundation of economic growth and the major driver for inclusive social
development. While both JICA and ADB consider education as a priority sector and have
developed the long-term strategy for education,4）5）
some differences in their approaches to
education are observed between the two agencies as follows;
a. Profiling management – JICA’s overall strategy for education is primarily aligned with
the Sustainable Development Goal （SDG） 4 set out by the United Nations in 2015. SDG 4
is a broad target which is applicable to almost all external-funded education projects. On
the contrary, it is rather difficult to use SDGs to justify the specific project need. ADB
Education Sector Group has developed its education operations plan in accordance with
ADB’s corporation strategy named Strategy 2030.
b. Program Strategy management – JICA tends to take a step-by-step approach, rather
than to provide multiple projects one time in the same sector in recipient countries.
A project is built in the lessons learned from previous intervention and provided as a
part of series of the same project. On the other hand, ADB provides more sector-wide
interventions which helps fill in the resource gaps in the sector.
c. Architecture management – As mentioned above, JICA’s projects are often stand-alone,
therefore rather difficult to see the synergy of multiple projects. ADB often provides
more than one projects in the same sector in the same country. ADB assesses the sector
（program） needs and develops the basic program concept based on a detailed sector
review and assessment study that is usually conducted during the country programming.
d. Platform management – This is a management aspect where we see the most
significant difference between JICA and ADB. Having advisory support and knowledge
management as one of the key missions, ADB has been proactive in establishing a
platform for knowledge production and exchange among stakeholders. JICA is also keen
on consultation, but it tends to be more focusing on project specific matters with the
government officials. This might be because the project team leaders of JICA projects
are often commercial consultants, rather than JICA staff, whose terms of reference are
limited to technical consultations and not in charge of policy dialogues.
e. Program Lifecycle management – There is no technical manual existing for the project
implementation of JICA projects and only broad project arrangements described in
the project appraisal documents regulate various contractual management throughout
the project life. ADB has issued and regularly updated the Project Administration
Instruction6）
which are applied both to loans and grants for all sectors. This helps ADB
timely address the project implementation challenges and make the expected project
outcomes happen.
f. Value Indicators management – JICA sets out the project indicators as a form of
Project Design Matrix only for technical assistant projects, but not for loan projects.7）
On the other hand, ADB projects always have the Design and Monitoring Framework8）
which are used for monitoring of the project implementation and impact during the
implementation and after the completion. ADB projects are evaluated as successful
primarily if the projects met the DMF indicators. JICA projects sometime face
implementation delays due to lack of detailed indicators as well as frequent changes of
the task managers due to job rotation within JICA. Economic rates of return are usually
not calculated for education projects funded by JICA.
It is considered helpful particularly for JICA to use a management method such as the P2M
when they design and administer more complicated and innovative programs in order to
enhance the quality of their interventions in the education sector.departmental bulletin pape