英文摘要 |
Japan has promoted the Great Heisei Mergers since the late 1990's. Under this program, the Japanese government planned to merge approximately 3200 villages, towns, and cities into roughly 1000; thereby facilitating the promotion of regional policies and reducing the administration and operation expenditures of local autonomous bodies. However, the existence of such bodies is guaranteed by the Constitution of Japan. Particularly in the current era of democracy, the central government of Japan has experienced difficulty in forcing the large-scale mergers of villages, towns, and cities. Therefore, some autonomous bodies without administration zone mergers have chosen to practice cross-boundary governance in order to fulfill the needs for large-area governance. To resolve problems concerning co-governance in large areas, administration zone mergers and cross-boundary governance are frequently adopted in practice between local autonomous bodies in response to the population growth and interaction of regions surrounding metropolises. However, the drive behind such collaboration and mergers merits in-depth exploration; hence, this study further explored this topic. Analysis was performed to describe the governance approach within and outside of the Tokyo Metropolis as well as that of the Greater Tokyo Area. The following results were identified: 1. Mergers of autonomous bodies mainly occurred in prefectures with poor fiscal status. 2. Autonomous bodies in the populous Kanto region exhibited relatively stable fiscal status; hence, mergers were difficult to execute in this region. Large-area governance therein was mostly performed through collaboration between autonomous bodies. 3. Mergers determined the survival of autonomous bodies and were considered the last resort of such bodies. Autonomous bodies first evaluated the feasibility of collaboration with other bodies. Mergers with other bodies only occurred when their fiscal conditions could not support their operations. 4. In regions with a large number of mergers, the number of collaborations became relatively small, and vice versa. |