Zugang unter Vorbehalt: Kooperationen bei der Digitalisierung ostasiatischer Kulturgüter
Autor/innen
Premodern East Asian cultures—particularly China, Japan, and Korea—have long traditions of encyclopedic, archival, and museological practices shaped by state institutions. In Confucian bureaucracies, written knowledge was central to political order, with large-scale compilations and collections commissioned by court and government. Projects like China’s Yongle Dadian or Korea’s court archives exemplify state-directed control over historical and normative records, with access restricted to select insiders. With the rise of modern universities in the late 19th century, knowledge organization became more professionalized, yet access remained limited due to institutional hierarchies and bureaucratic hurdles. Japan’s Historiographical Institute and National Diet Library spearheaded gradual reforms, introducing online databases and digital archives. Still, full openness is hindered by administrative gatekeeping and fragile project continuity. Private and semi-public collections often remain inaccessible, reinforcing asymmetric structures. The National Institutes for the Humanities have improved coordination and interoperability, promoting linked data standards and international collaboration. However, digital sustainability remains precarious, as many initiatives lack stable funding and personnel. My own recent projects, such as those on the Trautz papers and Kataoka shellac records, highlight both challenges and opportunities in global cooperation. These cases underscore the need for long-term strategies, institutional commitment, and reciprocal engagement to preserve and democratize access to East Asia’s cultural heritage.
Copyright (c) 2025 Reinhard Zöllner

Dieses Werk steht unter der Lizenz Creative Commons Namensnennung - Weitergabe unter gleichen Bedingungen 4.0 International.
Copyright (c) 2025 Reinhard Zöllner

Dieses Werk steht unter der Lizenz Creative Commons Namensnennung - Weitergabe unter gleichen Bedingungen 4.0 International.


