Collaborative Innovation in Cultural Industry Legislation in the Guangdong-Hong Kong-Macao Greater Bay Area
Pan Di;The development of cultural industries in the Guangdong-Hong Kong-Macao Greater Bay Area is highly significant in terms of regional economic transformation and upgrading, and in shaping the national cultural image. However, the different governance policies for cultural industries in the three regions have led to homogeneous competition, affecting the allocation of cultural resources, regional industrial collaboration and the high-quality development of cultural industries. In order to achieve high-quality development of the cultural industries in the Greater Bay Area, it is necessary to strengthen the connection between rules and mechanisms. The key to this lies in establishing a legally integrated regional environment through collaborative legislation on cultural industries. Guangdong, Hong Kong and Macao share the same cultural origin, have complementary industries and are driven by the goal of constructing a Humanities Bay Area. This provides endogenous motivation and external support for collaborative legislation. The legislative bodies of the Greater Bay Area should embrace legislative concepts such as ‘small incision' and ‘from easy to difficult',cooperating to draft the Greater Bay Area Cultural Industry Promotion Regulations, focusing on promotion and supplemented by management through inter-provincial collaboration. Through collaborative legislation on cultural industries, Guangdong, Hong Kong and Macao can better realise the complementary advantages of their cultural resources, release the collaborative effect of industrial development and establish a high-quality development pattern for cultural industries based on “resource sharing, complementary advantages and staggered development”.
Exploring the Theoretical Interpretation and Practical Path of Revitalization and Utilization of Revolutionary Cultural Resources in the New Era
Wang He;Revolutionary cultural resources possess historical, ideological, educational and social value. They bear witness to China's revolutionary, construction and reform processes, convey the ideological value of the revolutionary spirit, provide lessons from the Party's struggles and arduous years, enhance national cohesion and centripetal force, and fulfil systematic functions such as history, epoch and dissemination. These functions constitute valuable spiritual wealth for the Party and the people. In old revolutionary areas, revolutionary culture is a unique treasure trove of cultural resources. It is therefore extremely important to inherit and carry forward the spirit of these areas, and to promote their revitalisation and development. The spirit of purpose, the pioneering spirit and the spirit of struggle are important ways to promote the soft power of revolutionary culture, cultural development, productivity and cohesion. In the face of the current dilemma of the “abstraction”,“pan-entertainment” and “neutralisation” of revolutionary culture, it is important to take action. In view of this, it is urgent to pay attention to revolutionary cultural resources and inherit the spirit of revolutionary culture. It is also important to recognise the symptoms of the times and solve the problems of revolutionary cultural development. Furthermore, we must adhere to the integration of cultural multi-industry and promote the vigorous development of cultural industries to give full play to the majestic power of revolutionary cultural resources.
Research on Visitor Classification in Revolutionary Museums Based on The Identity-Related Visitor Motivation Theory: A Case Study of The 1911 Revolution Museum
Yue Nan;Shang Yating;As guardians of national memory and key conduits for the transmission of Red culture, the educational effectiveness and social value of revolutionary museums depend on their ability to establish deep connections with visitors. Based on John H. Falk's identity-related visitor motivation theory and its museum visitor classification, this study takes The 1911 Revolution Museum as a case. By analyzing the keywords and characteristics of visitor reviews on social media platforms, this study identifies visitor types and verifies the classification results through in-depth visitor interviews. The findings reveal that among the seven visitor types proposed by John H. Falk—Explorers, Facilitators, Experience Seekers, Professionals, Respectful Pilgrims, and Rechargers—all are observed in practice except for the “Recharger” type. This not only verifies and adapts John H. Falk's theory but also offers a new perspective for understanding how The 1911 Revolution Museum balances its educational mission, political attributes, and public service role. It further provides a basis for similar revolutionary museums to accurately identify visitor needs and optimize their services.
Research on the International Dissemination of Chinese Red Culture Based on SOR Model
Wang Xiao;Wu Kaisong;Chinese red culture is an integral part of the world's most outstanding cultures, carrying the original heart and mission of the Chinese Communist Party. Its international dissemination highlights the shared values of humanity and fosters a sense of global community. Based on the SOR(Stimulus-Organism-Response) model, the international dissemination of red culture follows the basic logic of “conditional stimulus-organism perception-behavioural response”. In the face of multiple challenges relating to environmental complexity, an innovative approach, audience diversity, and subject synergy, the path of red culture's international communication should be optimised based on the perception of the communication subject and audience. To continuously enhance the effectiveness of the international dissemination of Chinese red culture, we should focus on strengthening the construction of the discourse system, creating a ladder-type layout, applying composite means and innovating diversified carriers.
Analyzing Mao Zedong's State-Owned Enterprise Management Philosophy Through the Third Front Construction
Long Jie;Mao Zedong's state-owned enterprise management philosophy constitutes a vital component of the Mao Zedong Thought system, emerging from the integration of fundamental Marxist principles with China's socialist enterprise development practices. During the specific historical period from the founding of New China to the onset of reform and opening up, this philosophy centered on national industrialization goals, with socialist public ownership as its economic foundation. It integrated multidimensional elements including strategic management, human-centered management, incentive mechanisms, resource allocation, and corporate culture development, forming a distinctive theoretical and practical system of China socialism state-owned enterprise management. This paper systematically examines and discusses Mao Zedong's state-owned enterprise management philosophy from six perspectives: institutional design based on socialist public ownership as the economic foundation; strategic management guided by the shared vision of building the new regime; people-centered management centered on the people being masters of their own affairs, diversified and collaborative compensation and honor incentive mechanisms, a thrift-oriented management model under the planned economy, and corporate culture development using employee cultural activities as a vehicle. Drawing particularly on practical cases from Third Front construction enterprises, it analyzes the historical logic, practical pathways, and contemporary value of Mao Zedong's state-owned enterprise management thought, aiming to provide historical references for innovation in contemporary Chinese enterprise management.
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