University–Community Collaboration in Hakka Cultural Sustainability

Abstract

This study examines the role of universities in promoting local cultural sustainability through collaborative governance, using the transformation of the Xin Ding Festival in Jiadong Township, Pingtung County, Taiwan, as a case study. Facing challenges such as population aging, declining birth rates, and difficulties in cultural inheritance, the traditional Hakka festival experienced a gradual loss of vitality. Since 2017, a university team has participated continuously in the festival, collaborating with the local faith center and community organizations to support cultural revitalization. This research adopts a qualitative case study approach. Data were collected through semi-structured interviews with university team members, long-term participant observation and fieldwork from 2017 to 2024, and document and visual material analysis. These data were used to examine the collaborative process, governance mechanisms, and power dynamics among stakeholders involved in the cultural transformation. The findings reveal that the university functioned as a resource broker and value translator within a collaborative governance network. Through a progressive four-stage strategy, the university team introduced external resources, activity innovations, and contemporary social values while maintaining core traditional rituals. This process ultimately facilitated the transformation of the Xin Ding Festival into the “Xin Ding Xin Zhi Festival,” incorporating gender equality into local cultural practice. However, the collaboration also exposed power asymmetries and trust challenges, particularly after external funding was secured. In response, the university adopted a flexible conflict adaptation strategy that prioritized long-term relationship sustainability over direct confrontation. This study concludes that universities can play a critical bridging role in cultural sustainability by combining academic resources, contextual sensitivity, and adaptive governance strategies. The findings contribute a practical model of university–community collaboration and offer insights into managing power dynamics in the sustainable revitalization of intangible cultural heritage.