China, Japan and Regional Leadership in East Asia
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China, Japan and Regional Leadership in East Asia

Edited by Christopher M. Dent

This book considers themes, evidence and ideas relating to the prospects for regional leadership in East Asia, with particular reference to China and Japan assuming ‘regional leader actor’ roles. Key issues discussed by the list of distinguished contributors include: • the extent to which there is an East Asian region to lead • China–Japan relations • different aspects of Japan and China’s positions in the East Asia region • how the seemingly inexorable rise of China is being addressed within the region • how China and Japan have explored paths of regional leadership through certain regional and multilateral organisations and frameworks • the position of certain ‘intermediary powers’ (i.e. the United States and Korea) with regards to regional leadership diplomacy in East Asia. Invaluably, the concluding chapter brings together the main findings of the book and presents new analytical approaches for studying the nature of, and prospects for leadership in East Asia.
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Chapter 4: Comparing Summitry, Financial and Trade Regionalisms in East Asia: From the Japanese Perspective

Shintaro Hamanaka


4. Comparing summitry, financial and trade regionalisms in East Asia: from the Japanese perspective Shintaro Hamanaka 1. INTRODUCTION The main analytical focus of this chapter is whether preferences of certain states regarding membership of regional frameworks will vary according to the issues at hand. Some may question why this research centres on the membership of a regional framework, which is just one of the various institutional features, others including scope, control/flexibility and the level of centralization (Koremenos et al., 2001). The perspective that a particular membership is ‘required’ may be helpful in explaining institutions (Mack and Ravenhill, 1995). However, in reality, the membership and other features of institutions are determined or designed endogenously (Snidal, 1994). Moreover, in actual international relations, while the rough idea on the field of cooperation exists from the outset, it is the participants who decide the relevant scope of cooperation. This chapter argues that there may be a relationship between membership and leadership, in particular with regard to them being different sides of the same coin. When membership of a regional framework is determined, who is likely to hold the leading position in it becomes clearer. What is important is the leading position, not the leadership behaviour (Young, 1991).1 Given the fact that membership and the leading position are closely linked, the overarching question of this chapter can be summarized as follows: when a regional framework with a particular membership is likely to enable a certain country to hold the leading position, what...

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