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In Japan, shortage of successors has been a problem in the traditional industries. Particularly in case of household-based handcrafts industries, if any of the children doesn’t succeed the business, the factory will disappear. What needs to be emphasized is that we will lose the potential which is retained in the traditional knowledge and skill. It means losing not only present technology but also application technology in the future. In the present study, we investigated the potential method in succeeding traditional industry that enable young successor to demonstrate their flexibility and innovativeness that meet the need of times. We also examined a few approaches regarding upgrading the successors of family-run factories. As a case study we take a soft-pastel manufacturer in Kyoto. We observed the manufacturing process and the workers at the manufacturing site. In addition, an interview survey was conducted to examine the workers’ attitude and opinion. We discussed hereditary succession based on Situated Learning Theory (Lave and Wenger, 1991). In conclusion, the first key is the successor’s early participation to his ‘workplace’ as a Person of "L.P.P."(Legitimate peripheral participation).The second key is the field, learning place, which provides the successor new experience and subjective learning capacity.

journal of education and human development

Succession of Traditional Household-Based Handcraft Industry by Situated Learning Theory~the Case Study of the First and Only Japanese Maker Specialized in Soft Pastel~