著者

遠藤 珠紀

出版者

公益財団法人 史学会

雑誌

史学雑誌 (ISSN:00182478)

巻号頁・発行日

vol.111, no.3, pp.293-322,441-44, 2002

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In the study of how the Japanese medieval imperial court was actually operated, a concept of "bureaucratic farming" has been offered, and when considering auch an idea, the role played by bureaucratic families (ie 家) becomes very important. In the present paper, the author takes up the Benkan 弁官 and Geki 外記 Bureaus at the time and examines the "medieval family" institution existing among the secretaries (shi 史 and geki) who were responsible for the everyday operations of these two bureaus, focussing on the establishment of families as managerial units and primogeniture succession from fathers to sons, especially the political status corresponding to the establishment of main branches and their exclusive inheritance of family wealth. Section one traces the split that occurred in the head of the Benkan secretaries, the Ozuki 小槻 family, into the Mibu 壬生 and Omiya 大宮 lines in relation to the formation process of the "medieval family." As a result, the author shows that the establishment of these two lines into "ie" was finalized in 1273 after several generations of dividing up the official family genealogy. Section two turns to secretarial head of the Geki Bureau, the Nakahara 中原 family, showing the transformation of an ancient uji 氏 (clan) into a medieval ie. Section three examines changes that gradually occurred from the fourteenth century on in the sixth levels of subordinate bureaucrats working at the two bureaus in response to abovementioned changes in secretarial head families, showing that in contrast to their superiors, who were also active as scholarly (hakase 博士) families, these subordinate government officials became an independent class of job-oriented professionals. The author concludes that it was during the late Kamakura era that a transformation occurred in the staff organization of the Benkan and Geki Bureaus, which formed the nucleus of medieval court day to day operations What remains to be studied, then, is the relationship of actual bureaucratic duties to such organizational changes.