Heritage Tourism Destinations Preservation, Communication and Development Heritage Tourism Destinations Preservation, Communication and Development Edited by Maria D Alvarez Bogaziỗi University, Turkey Frank M Go Erasmus University, Netherlands Atila Yüksel Adnan Menderes University, Turkey CABI is a trading name of CAB International CABI Nosworthy Way Wallingford Oxfordshire OX10 8DE UK Tel: +44 (0)1491 832111 Fax: +44 (0)1491 833508 E-mail: info@cabi.org Website: www.cabi.org CABI 745 Atlantic Avenue 8th Floor Boston, MA 02111 USA Tel: +1 (617)682-9015 E-mail: cabi-nao@cabi.org © CAB International 2016 All rights reserved No part of this publication may be reproduced in any form or by any means, electronically, mechanically, by photocopying, recording or otherwise, without the prior permission of the copyright owners A catalogue record for this book is available from the British Library, London, UK Library of Congress Cataloging-in-Publication Data Names: Alvarez, Maria D (Maria Dolores), editor | Go, Frank M., editor | Yuksel, Atila, editor Title: Heritage tourism destinations : preservation, communication and development / [edited by] Maria D Alvarez, Frank M Go, Atila Yüksel Description: Boston, MA : CAB International, [2016] | Includes bibliographical references and index Identifiers: LCCN 2015042010 | ISBN 9781780646770 (hbk : alk paper) Subjects: LCSH: Heritage tourism Case studies Classification: LCC G156.5.H47 H473 2016 | DDC 338.4/791 dc23 LC record available at http://lccn.loc.gov/2015042010 ISBN-13: 978 78064 677 Commissioning editor: Claire Parfitt Editorial assistant: Emma McCann Production editor: Tracy Head Typeset by SPi, Pondicherry, India Printed and bound in the UK by CPI Group (UK) Ltd, Croydon CR0 4YY Contents Contributors vii Foreword Myriam Jansen-Verbeke xii Acknowledgements xv Introduction Maria D Alvarez, Frank M Go and Atila Yüksel Part I Heritage Tourism Destinations: Conservation, Revitalization and Community Involvement Does the Culture of Context Matter in Urban Regeneration Processes? Maria Della Lucia, Mariapina Trunfio and Frank M Go 11 2 Social Memory and Identity in the Gentrifying Neighbourhood of Tophane (Istanbul) Karin Schuitema 22 3 Urban Archaeology and Community Engagement: The Kỹỗỹkyal ArkeoPark in ưIstanbul Alessandra Ricci and Aysá egỹl Ylmaz 41 Part II Heritage Tourism Destinations: Product Development and Communication 4 Developing Food Tourism through Collaborative Efforts within the Heritage Tourism Destination of Foỗa, Izmir Burcin Hatipoglu, Volkan Aktan, Demir Duzel, Eda Kocabas and Busra Sen Heritage Sporting Events in Territorial Development Joël Pinson 63 76 v vi Contents 6 A Social Media Approach to Evaluating Heritage Destination Perceptions: The Case of Istanbul Stella Kladou and Eleni Mavragani 91 Part III Heritage Tourism Destinations: Planning AND Institutionalization 7 Theoretical Perspectives on World Heritage Management: Stewardship and Stakeholders Sean Lochrie 105 8 Cultural Heritage, Development, Employment: Territorial Vocation as a Rationalized Myth Piero Mastroberardino, Giuseppe Calabrese and Flora Cortese 122 Archaeological Heritage and Regional Development in Portugal Adriaan De Man 142 10 The Governance Dynamics in Italian State Museums Claudio Nigro, Enrica Iannuzzi and Miriam Petracca 154 11 Taking Responsibility beyond Heritage: The Challenge of Integral Planning in the Cusco Valley, Peru Mireia Guix, Zaida Rodrigo, Ricard Santomà and Xavier Vicens 169 Conclusions and Implications for Heritage Tourism Destinations Frank M Go, Maria D Alvarez and Atila Yüksel 186 Index 195 Contributors About the Editors Maria D Alvarez (alvarezm@boun.edu.tr) is Professor of Tourism Marketing at Bog aziỗi University in Istanbul, Turkey For many years she has been the Director of the Bog aziỗi University Applied Tourism Administration and Research Centre and is currently the Head of the Department of Tourism Administration in the same university She has co-edited books for prominent international publishers, and has published in leading academic journals, including Annals of Tourism Research, Tourism Management, International Journal of Tourism Research, Current Issues in Tourism, Journal of Travel and Tourism Marketing, Journal of Cleaner Production, etc She has also been involved in several internationally financed destination development projects Her research interests include tourist behaviour, destination marketing and tourism development Frank M Go (fgo@rsm.nl) is Professor Emeritus of Tourism Marketing, Rotterdam School of Management, Erasmus University, the Netherlands Formerly, he held positions at universities in Toronto, Calgary (Canada) and Hong Kong, served as visiting professor and contributed to development programmes internationally He has addressed private, public sector and non-profit conference audiences in more than 50 countries His research interests are place branding strategy, innovation and heritage tourism (how to respond to the authenticity-standardization paradox), which resulted in several (co-) authored and edited books, articles and research monographs He initiated and is co-chair with Karin Elgin-Nijhuis of the ‘Heritage, Tourism and Hospitality, International Conference’ (HTHIC) series with the overarching aim of addressing the leading question: ‘How can tourism destinations succeed in attracting tourists while simultaneously engaging all stakeholders in contributing to the conservation of tangible and intangible heritage?’ Atila Yüksel (atilayuksel@gmail.com) is Professor of Marketing at the University of Adnan Menderes, Turkey He is currently the Dean of Faculty of Communications Dr Yüksel has published in the Annals of Tourism Research, Journal of Tourism Management, Journal of Hospitality and Tourism Research, Journal of Sustainable Tourism, Journal of Travel and Tourism Marketing, Cornell Quarterly, Journal of Quality Assurance in Tourism and Hospitality, and Journal of Vacation Marketing Dr Yüksel is the editor of the book ‘Tourist Satisfaction and Complaining Behaviour: Measurement and Management Issues in the Tourism and Hospitality Industry’ (Nova Publications) and he has co-authored books on tourism management and vii viii Contributors research methodology He acts as an editorial board member in several tourism and hospitality journals and he is currently the editor of the Journal of Travel and Tourism Research About the Authors Volkan Aktan (volkan.aktan@boun.edu.tr) is currently working at Hilton Istanbul Bosphorus as a Business Analyst in Istanbul, Turkey He graduated from the Tourism Administration department of Bog aziỗi University in 2014 In his academic life, he has been involved in different projects, including Eco-Tourism Design Workshop, a research project named ‘Istanbul Hotels from a 360° Perspective: A Comprehensive View of the Istanbul Accommodation Industry’, and a sustainable destination development project named ‘The Contribution of Sustainable Tourism to Quality of Life in Kastamonu, Turkey’ His research interest areas include destination marketing, social media marketing, slow food tourism and sports tourism Giuseppe Calabrese (giuseppe.calabrese@unifg.it) has been a Lecturer and Assistant Professor of Business Management since 2006 at the Department of Economics of the University of Foggia, Italy He also teaches general management and retail management Since 2005, he has also been the Executive Manager of the Enterprise Laboratory of the Department of Economics of the University of Foggia He achieved the National Academic Qualification to the role of Associate Professor of Business Management in December 2013 He is the author of monographs, essays and contributions in the areas of organization theory, theory of the firm and corporate governance, innovation management, project management, enterprise resource planning, marketing management, territorial governance and local development In addition, he is a referee and member of the editorial board for many journals, both national and international, in the area of business management Flora Cortese (f.cortese@unifortunato.eu) is a Lecturer and Assistant Professor of Business Management, University Giustino Fortunato of Benevento, Italy Her research interests include intra- and interorganizational dynamics, corporate governance, decision making, territory governance and local development She also teaches strategic management Adriaan De Man (adriaandeman@uaeu.ac.ae) is an Assistant Professor of Archaeology at the United Arab Emirates University, having taught at the Nova and Europeia universities, both in Portugal He is a member of the Tourism Research Unit at Aalborg, in Denmark, and was a visiting lecturer at Bordeaux and Leiden He acts as an expert for funding agencies in the USA, Belgium, Croatia and Portugal, and his interests include heritage management and cultural tourism Maria Della Lucia (maria.dellalucia@unitn.it) is Associate Professor of Tourism and Business Management at the University of Trento, Italy Her current research interests include local development, sustainability, governance and economic impact analysis as investment decision-making tools Tourism and culture are the main interest domains and her field research focuses primarily on fragmented and community-based areas She has authored and co-authored journal publications in Tourism Management, Journal of Sustainable Tourism, Journal of Information Technology and Tourism, International Journal of Management Cases and Journal of Agricultural Studies and book chapters in volumes published by Emerald Publishing, Erich Schmidt Verlag, Palgrave Macmillan, Routledge and Springer Demir Duzel (demirduzel@gmail.com) is currently working at Turkish Do & Co as a Flying Chef in Istanbul, Turkey He graduated from the Tourism Administration department of Bog aziỗi University in 2014 He is also a local chef searching for original tastes of local products and recipes He has attended several gastronomic events and projects around Europe and Turkey Burcin Hatipoglu (burcin.hatipoglu@boun.edu.tr) is an Assistant Professor of Human Resource Management at Bog aziỗi University in Istanbul, Turkey She has a PhD from the University of New South Wales, Sydney She has been involved in several sustainable tourism development projects and acted as a consultant for industry organizations She has, with several colleagues, Contributors ix established the Graduate Program of Sustainable Tourism Management at Bog aziỗi University Her research interests include human capital development and sustainable tourism management education Mireia Guix (guixnavarrete.m@gmail.com) is a Lecturer of Corporate Social Responsibility at the School of Tourism and Hospitality Management Sant Ignasi, Spain, and a PhD candidate at Leeds Beckett University She is specialized in responsible tourism, sustainable destination management and development cooperation projects Her research interests include corporate social responsibility and destination management Enrica Iannuzzi (enrica.iannuzzi@unifg.it) is Assistant Professor of Management at the University of Foggia, Italy She is author of two monographic works, several essays, contributions in books, and national and international conference papers Her scientific production is focused mainly on these areas of interest: business and organizational theories, neo-institutionalist approach, corporate governance, and analysis of intra- and interorganizational relationships She also received the Best Paper Award at the International Conference HTHIC 2014 in Heritage, Tourism and Hospitality Stella Kladou (s.kladou@shu.ac.uk) is a Senior Lecturer in Hospitality and Tourism Marketing Management at Sheffield Hallam University in the United Kingdom She has published in academic journals of prominent international publishers (e.g Elsevier, Emerald) and presented at well-esteemed international conferences She has also been involved in nationally and internationally financed marketing, cultural and tourism development projects Her research interests include place branding, sustainable development, cultural tourism, and tourism and hospitality marketing Eda Kocabas¸ (eda.kocabas@boun.edu.tr) is currently working at Istanbul Convention & Visitors Bureau as a Conventions Assistant in Istanbul, Turkey She graduated from the department of Tourism Administration at Bog aziỗi University, Istanbul During her university life, she has been involved in different sustainable tourism development projects Her research interest areas include destination marketing and sustainable conventions and meetings, and slow food tourism Sean Lochrie (s.lochrie@hw.ac.uk) is an Assistant Professor at Heriot-Watt University in Dubai (UAE) His primary research interest focuses on the creation of custodianship behaviours in World Heritage Site management Sean has published a number of edited book chapters and journal articles in the fields of business research methods, marketing, and taverns in the American West His other research interests include organizational storytelling, stakeholder engagement and Islamic tourism and gift-giving Piero Mastroberardino (piero.mastroberardino@unifg.it) is Full Professor of Business Management at the Department of Economics, University of Foggia, Italy. He is an author of monographs, essays and contributions in the areas of: theory of the firm, corporate governance, organization theories, family business, intra- and interorganizational dynamics, territory governance and local development He is a referee for international journals in the areas of business management and Scientific Responsible of several research projects He is also Director and Scientific Coordinator of the Enterprise Laboratory of the Department of Economics, Scientific Coordinator of various editions of the PhD courses in Business Management Studies, Faculty of Economics, University of Foggia, and Director of a Master in Business Administration (MBA), Faculty of Economics, University of Foggia He teaches business management and marketing management Eleni Mavragani (mavraganie@gmail.com) is an Academic Associate of Tourism and Marketing at the School of Economics, Business Administration and Legal Studies at the International Hellenic University in Thessaloniki, Greece and Tutor at the Hellenic Open University in Greece She has published several articles in academic journals, books and scientific conferences She has taught courses in marketing and tourism in several universities and colleges in Greece and she has also been involved in internationally financed tourism and marketing projects Her research interests include strategic marketing, services marketing, tourism and museum marketing Conclusion 187 conditions for enhanced interaction between cultures In today’s competitive environment, heritage site managers can draw on the cultural content of myths, history and major social changes that impacted countries, regions and cities But to collaborate around shared information, they need to co-create, with stakeholders, a common framework for storytelling within the format of a hosting partnership The latter would aim to position a value proposition a certain way in the mind of tourists, enabling them to ‘interpret the shared information that they received in a common light’ (Brown and Duguid, 2002: 107) Heritage destination managers need to ground this vision in a sound business model ‘To this aim, local narratives should be translated into compelling e-content to be diffused globally’ (Go et al., 2003: 55), where appropriate Advances in the use of technology-mediated interactions have had a profound influence on the development of tourism The netting of information systems in tourism increased efficiency, but also triggered new contradictions and conflicts over its accelerated growth This phenomenon changed not only the physical landscape, but also the local community’s perspectives of its heritage and inability to respond to change, due to its exclusion from the decision- making process More often than not the consequences have been serious environmental deterioration, affecting the human and natural environment and cultural heritage The dialectics of globalization create the challenge to understand the complex interaction between heritage, culture and the consumption of contemporary ideas, signs, material goods and places Cultural political perspectives on ‘heritage’ essentially refer to past orientation In contrast, the adjective ‘cultural’ includes the ‘contemporary and the futuristic, as well as the past within its scope . . . implicitly recognizes difference, evolution and change in what is imagined as authentic and what is preferred’ (Prentice, 2003: 164–165) Particularly in the context of climate change and its effects on mobility, it is important to note that the definition of heritage tourism has evolved in recent years to include a wide array of products that reflect new and changing interests In turn, this caused Misiura to remark that the ‘past is no longer the exclusive privilege of the upper classes or social elite and is increasingly being made accessible to all sections of society’ (Misiura, 2006: 12) In this sense a new version of the past has emerged in which not just the grandiose but also the lives of ordinary people are portrayed and have become of interest to the public (Misiura, 2006) For example, visiting English country houses generally includes a tour of the kitchens and servant areas, and tours in Jamaica engage in reminiscence of the lives of the slaves in the plantations (Misiura, 2006) Thus, aspects of the place that have not been previously thought of as heritage may presently join more traditional cultural elements and become part of the culture of the place to be preserved (Misiura, 2006) The editors and contributing authors of the present book reviewed three scientific debates that hang over current heritage tourism practices and state-of-the-art research, including enquiry into their usefulness and viability They have attempted to identify pathways for advancing and disseminating the alternative perspectives on the issues surrounding the processes of preserving, communicating and developing historic sites, including museums, art galleries and facilities of the performance arts, as creative venues of heritage tourism destinations The authors’ discourses explore both the context and the specificity of visitation oriented towards the heritage of the locations where tourism is occurring In addition, they analyse the critical importance of the relationship between identity formation, politics and the culture of capitalism, as well as their potential consequences This closing chapter examines tentative conclusions and implications regarding both the process and areas of tensions and opportunities that emerge from the analytics understood as ‘dialectic between culture and tourism’ (Prentice, 2003: 165) Part examines capacities for managing the presentation and preservation of cultural heritage sites and destinations, which represent a varied collection of human creation across the globe and the entire span of human history What issues confront development professionals in governments, non-governmental organizations, public organizations and private enterprises, and anyone who has an interest in preserving and presenting narratives based on place associations from the past to attract tourists? The imperatives of preserving and presenting narratives 188 Conclusion are essential for conducting the role of heritage tourism ‘Marketing principles that have been developed over the years serve as guidelines for acting on these guidelines’ (Capon and Go, in press) The basic principle underlying the first three chapters is selectivity and concentration The former comes into play when the decision is made concerning which type(s) of heritage tourists to attract, thereby underlining that heritage tourism is a heterogeneous as opposed to a homogeneous market Concentration enables actors to aim their slender resources in a way to gain leverage over larger competitors However, few, if any, European cities have demonstrated the capability to undertake the range of activities needed to bring together the collective expertise needed to organize community efforts surrounding the staging of a hallmark event in a systematic, collaborative way to achieve the intended, positive outcomes of the legacy phenomena that dominate the literature Beatriz Garcia explains lessons learned about regeneration: After almost 20 years, the ECOC [European Capital of Culture] programme could be seen as a mature initiative and a source of lessons to guide urban regeneration The existence of internationally recognised ‘success-stories’ such as Glasgow has enhanced the prestige of the programme and generated growing expectations in cities aspiring to improve their image and boost their tourist economy . . . However, despite its apparently good reputation, it is misleading to suggest that the ECOC offers a good strategic and operational basis for culture-led regeneration This is mainly because of the poor standards of event monitoring and evaluation, particularly in the long term This may change in the near future as, due to its ability to stimulate competition between cities, the programme is currently seen as a good contributor towards strengthening the European economy Without denying the value of determining economic, physical and social impacts, the main argument is that culture needs to get back to the centre of any discussion on this topic Otherwise, programmes such as the ECOC may become meaningless and easily dispensable (Garcia, 2005: 863) In an effort to advance the study of cultural impact assessment Della Lucia et al (Chapter 1) apply a broader conceptual and methodological framework to interpret recent theoretical debates on culture-led urban regeneration from the unusual perspective of cross- cultural management studies They conceive the culture of context as a collective phenomenon, a pattern of values and principles which influences the ways in which groups of people – in the case of the Italian Alpine city of Trento – contest and negotiate notions of ‘preserving urban identity’ and ‘innovation’ Given the increasing vulnerability of many destination populations in the face of global economic change and political violence, a refinement of theoretical hybridization can serve as a mechanism for host societies to transform to the requirements of tourism demand without trauma, i.e without major corrosion of the urban distinct character, and damage to its indigenous values and ways of life Through an explication of heritage tourism, Schuitema (Chapter 2) explores the relationship among the Turkish authorities, multi national capital and local commercial schemes of the real estate and entertainment industries, and how these result in deeply felt subjective identities In particular, the influence of the government’s ‘top-down’ approach to the legacy of the Ottoman past becomes an overriding concern to economic, social and ethnic groups of Istanbul’s neighbourhood of Tophane to sustain their collective memory Among inhabitants, these issues lead to different views on Tophane’s heritage, the Ottoman past and the 20th century Schuitema’s findings reaffirm that managing heritage tourism sites successfully requires a model with which stakeholders can effectively handle the challenges stemming from the dynamism between local heritage resources, interests and capabilities (or the lack thereof) and the inescapable processes of globalization, commodification and the rise of identity politics and urbanization Chapter addresses from an archaeological site project management perspective the issues of poverty and lower levels of education among the socio-economically disadvantaged communities living near to archaeological sites, and the emergence of the field of engaging local communities in archaeological work beyond the use of labour in response to these Ricci and Yilmaz introduce the case of the Kỹỗỹkyal ArkeoParks community in Istanbul Conclusion 189 to illustrate the range of concerns in recognizing local communities as the custodians of their heritage They advocate that acknowledging their rights to be involved in decision-making processes concerning the management of heritage tourism sites presents an important developmental intervention with significant potential for revitalising local economies and communities Part considers how the managers of heritage sites have become more interested in tourism as a means to attract visitors and increase the funding for conservation activities, while tourism managers have found that heritage resources offer them a creative pathway to increase the attractiveness of the destination and their business To attract both current and potential customers (Misiura, 2006) and respond to new trends and competition, heritage sites and tourism destinations are confronted by the issue of fragmentation and integration of action The managers of historic sites and heritage destinations have come to realize that differential advantage lies at the heart of every successful market strategy as manifest in communication and product development The principle of differential advantage asserts that heritage destinations should offer tourists a unique selling proposition – benefits ‘packaged’ in a compelling narrative, which is hard to get elsewhere Tourists in search of experiential benefits attach a high level of importance to the cultural heritage aspects of food and drink at the destination level (Misiura, 2006) For example, Hatipoglu et al (Chapter 4) examine how the Slow Food movement, amongst other things, served as a catalyst to inspire consumers’ demand, which in turn encouraged a coalition of farmers, food producers and the town of Foỗa, Izmir, to preserve their gastronomic traditions and heritage food by establishing Turkey’s first Earth Market This case illustrates that collaboration with a variety of stakeholders has proven important in developing successful heritage tourism strategies Pinson (Chapter 5) argues that the ‘differentiation strategy offers the opportunity to observe the construction of a sports event into a heritage object’ He also suggests that the actors surrounding the event assemble the know-how, the infrastructures and the reception dispositions that are continuously in interaction, ‘to communicate and to differentiate their event’ He explores concepts and issues within an overall framework of ‘heritage sporting events’ These include the public and the participants’ perception, legitimacy by the population and the media, the reception dispositions and showing continuity to the past or by linking the event to some specific features, including symbols and traditions, of the territorial identity Communication is a fundamental feature of differentiation strategy The impact of modern technology-mediated interactions of global proportions is based on American ideas of business process re-engineering that broke organizations down into customer-focused trading units These spawned contemporary global marketing visions, including the ‘experience economy’ and the co-creation of value that includes consumers (Firat and Venkatesh, 1993) Information and communication systems have profoundly influenced tourism practice and transformed academic thinking about consumption and consumer behaviour Participation in contemporary global tourism marketing visions requires destinations to embrace the corporate- sponsored campaigns of social media providers and recommender systems such as ‘TripAdvisor’, as these present intrinsic benefits for the functioning of heritage destinations Kladou and Mavragani explore both the context and the specificity of contemporary electronic imaginings in the Istanbul context (Chapter 6) In particular, their findings suggest that assessments of the perceived validity of electronic word-ofmouth are critically important to elicit visitors’ reviews Destination organizations can leverage these to co-opt tourists to create meaning and construct place images Part examines the relationships that exist between many organizations involved in the ‘production’ of tourism services In theory these relationships within the tourism chain of distribution link producers via intermediaries (travel trade and online distributors) to the customer But in practice the picture is much more complex Vertical and horizontal integration is practised by large chain-operated tourism companies Examples of underdeveloped integrated quality management of tourism development are legion at the local scale in Europe (Go and Govers, 2000) This is due, in part, to the presence of many and diverse local, family- run small and medium businesses While the 190 Conclusion perspectives offered in Chapters to 11 differ, all seem to point to the necessity of applying the principle of integration in heritage sites and destinations to achieve some form of cooperative stakeholder relationships Simultaneously, government austerity measures, global competitive pressures, different interests and agendas raise points of concern regarding government funding, lack of trust between stakeholders and sectoral isolation Lochrie argues (Chapter 7) that the management of historic sites should aim to preserve them for future generations Heritage sites, once included in the UNESCO list, need to abide by the rules set out in the Operational Guidelines for the Implementation of the World Heritage Convention that limit the manager’s capacity to run the site freely Lochrie provides a theoretical perspective through which managers of UNESCO’s World Heritage Sites can become custodians, integrating conservation of a collective resource with the interests of other stakeholders In turn, this implies that the managers of heritage sites may aspire to co-create a world, where appropriate, in cooperation with the private sector This is a scenario wherein both partners have to be accountable to stakeholder interests The multifaceted nature of managing heritage tourism strategies typically takes a comparative analytical perspective and considers the ‘absolute’ performance of a heritage destination This is evident in descriptions that consider the relationship between heritage management and tourism as either one of conflict or cooperation, because the former is seen as entailing the conservation and protection of heritage assets, while tourism is assumed to deal with the role of product development and promotion (McKercher et al., 2005) However, their binary stance appears to ignore interaction of diverse strategies, particularly the dynamic and historical dimensions that characterize and influence the heritage tourism decision-making process in various contexts Thus, situations at the destination level differ, including choice making in centralized hierarchies, loose hierarchies, democracies and decentralized markets, and affect policy formulation and implementation at the destination level in terms of managing equity and sustainability through power sharing (Ryan, 2002) Moreover, multinational companies can affect outcomes by playing one of several different roles within the heritage tourism value chain: e.g a sponsoring one (gifts), a transactional one or a business development role in public–private partnerships Heritage sites situated within national hinterlands risk decline and the creation of a cycle of poverty, economic dependency and social exclusion, and thus opportunities to attract tourists In order to increase available funding and preserve such sites, it is important to understand and accept the limitations of applied managerial theories, tools and knowledge Metropolitan destinations are likely to view the epistemological choice of territory as a ‘concrete system built by the actors’ introduced in the ‘situationist’ perspective of Mastroberardino et al (Chapter 8) as weakness However, destinations at the peripheral margin may be better off adopting their qualitative approach aimed at re-evaluating techniques and tools of historical, anthropological, sociological and ethnographic research, and in the process discover opportunities for deeper exploration of cases, successes and failures While heritage tourism remains a cultural policy priority at all levels of government and includes museums as well as the conservation of historic monuments and sites which bear witness to the cultural traditions of countries, the public funding of many cultural budgets has been significantly constrained Culture and history may be at the heart of this process, as they construct a reality based on images and interpretation (Pritchard and Morgan, 2001), but responding to profound transformations in both research and practice is a precondition for lending support to heritage destinations which must navigate the waters of change On the one hand De Man (Chapter 9) tells us that many different initiatives are only vaguely based on the idea that some specific endogenous heritage element can be used for the benefit of local businesses, or for economic growth On the other, institutional stakeholders often agree on archaeological heritage-based development actions as a means for gaining sustainable regional coherence for creating both a marketable image and sense of local identity Both have proven critical features to focused decision making at the local level and play an important role of Conclusion 191 causality in the visitors’ perception of the interrelated features of heritage sites and products Marketing is often viewed as a tool that is strictly commercial and in pursuit of increasing shareholder value However, McLean (2002) considers marketing as a tool to further the goals of heritage attractions in terms of conservation and collection, allowing, for example, museums to build a relationship with the public Nigro et al (Chapter 10) dwell on the dilemma of conservation versus financial goals and recommend that the managers of museums take on a more competitive and marketing- oriented approach, for example by establishing interactive relationships with their public so as to complement their current role as preservers of the heritage Though social media allows actors in peripheral areas to extend their reach and engagement with passionate travellers, mediation is closely linked to global tourism promotion, which contributes to ‘a process of tourismification’ (Jansen-Verbeke, 1998: 739) and the commodification of cultural objects In turn, this process pressures the local tourism operators to become more similar to each other whether or not their conduct enhances productivity But in so doing, they undermine the ‘Peruvian’ imagination which can be understood as a set of knowledge resources for the construction of local identities to enhance a destination’s uniqueness and attractiveness This caused Guix et al (Chapter 11) to ask: can Integral Tourism Destination Planning, characterized as a process of managing market interventions, help to establish responsible tourism goals? The Quispicanchi provincial stakeholders may have demonstrated broad commitment to adapt the project, but lacked the strength in competences and coordination of processes within the Integral Tourism Destination Planning context Implications for Heritage Tourism Destinations The chapters in this book analyse heterogeneous situations, different actors and different viewpoints The uniqueness of every heritage site situation requires the researcher to understand a problem and apply the relevant social science theory to solve it, which justifies their use of the case design Importantly, Anderson (1983) reminds us that case studies are more efficient in feeding causal scenarios than abstract ones The contributors have been responsive toward changes and new societal concerns, and their investigations confirm the interconnected nature of heritage tourism experience provision However, a drawback of case studies is that they not generalize well This impedes the formation of a body of knowledge required to build a theory for managing the differentiation which lies at the heart of a heritage site This lack of a comprehensive knowledge frame also hinders the integration that a destination management organization (DMO) requires to concentrate resources for assembling experiences efficiently and effectively in order to attract the tourists who are especially interested in a particular heritage site Heritage plays a significant role in the process of stories that people tell themselves (it gives them a sense of identity) and to others Based on content analysis and assumptions of future developments that underlie arguments about a selected roadmap, destination managers assemble cultural knowledge in a compelling heritage destination narrative Grounded on the principles of concentration and differential advantage they should collaborate with heritage sites, such as monuments, museums, festivals and historical events, and, where appropriate, the copyright owners of place brand associations which represent a wellspring of stories Their value lies not only in telling, but also retelling, the means to pass on to outsiders (tourists) what insiders (local agents) know Stories are central to learning and education, and they give affordance to destination stakeholders to learn from one another (Brown and Duguid, 2002) and therefore deserve a prominent place on the research agenda In addition, heritage destinations have many roles to play for visitors, among which is the unique opportunity provided for building personal heritage for the visiting individual, who is privileged to breathe past, present and future at once and to gain social status by doing so Not only sites, monuments and foods but also visitors present on sites are part of the personal heritage likely to be passed on to the future generations Hence, researchers are 192 Conclusion e ncouraged to work on how active and inactive interactions among visitors can shape appreciation of and identification with the visited cultural assets Equally importantly, heritage is unlikely to survive unless it is shared Along with undeniable effects of globalization on product development and marketing, research in heritage tourism will benefit from stepping into a new era in which more observational and longitudinal research are to be favoured Guidelines for such future research agendas can be inferred, in part, from the work by Star and Griesemer (1989) on ‘Institutional ecology, ‘translations’ and boundary objects’ They suggest that the heterogeneity of scientific work as well as the involvement of multiple actors creates tension between divergent viewpoints and the need for generalizable findings Importantly, their study drew on the activities of amateurs, administrators, professionals and others associated with Berkeley’s Museum of Vertebrate Zoology Star and Griesemer extended the Latour–Callon model of interessement (i.e interposition) to find that standardization of methods and the development of ‘boundary objects’ are two major activities, central for translating between viewpoints The four types of boundary objects that Star and Griesemer (1989) distinguish to classify objects are: repositories, ideal types, coincident boundaries and standardized forms These can be applied by multidisciplinary researchers to cohere divergent heritage tourism viewpoints as follows Challenge 1: Selectivity and concentration in response to experiential requirements The necessity for selectivity and concentration for responding to the requirements of tourist experiences is impeded at the theoretical level by the problems of heterogeneity, which are caused by divergences in units of analysis Hence, researchers are challenged to enhance insight that can contribute to improving heritage destination performance; particularly by developing repositories, i.e ordered ‘piles’ of objects, which are indexed in a standardized fashion and can be levered to share and interpret stories Challenge 2: Attaining differential advantage by blending authenticity dimensions The necessity for blending authenticity constructed through the narrative, myths and the ‘reception dispositions’ that convert heritage into a product for consumption and appreciation of the good by the actors requires a belief among stakeholders in its special value To learn from each other in partnership, stakeholders require an ideal type, i.e an object such as a diagram, atlas or other description Researchers should use the details of a particular heritage site or object (e.g monument) as an ‘ideal type’ (as opposed to an accurate description), and design a mechanism of communicating and cooperating symbolically – in support of storytelling – in a way that responds to all interests concerned: a ‘road map’ for collective decision making Challenge 3: Designing standardized forms to delete local uncertainties The reality of global competition and new forms of self-regulation (e.g Airbnb) raise the necessity of coping with coincident boundaries, which are the ordinary objects with common boundaries that heritage destination stakeholders must handle But each actor has its own internal logic, which renders a transition to collaboration with a variety of societal stakeholders difficult Hence to collaborate around shared information, heritage sites need to co-create with stakeholders a common framework for storytelling which places a value proposition a certain way in the mind of tourists This challenges researchers to develop standardized forms or boundary objects devised as methods of common communication across dispersed work groups, enabling tourists to ‘interpret the shared information that they received in a common light’ The research should yield types of boundary objects that appear as standardized indexes, in which professionals can contribute information in a geographically distributed manner, where appropriate, from (globally) dispersed locations An advantage of such objects is that local uncertainties, if not deleted, are mitigated Conclusion 193 Each of the above challenges is consistent and logical in the abstract of the theoretical discussions that have been explored in this book The editors hope that this volume may serve as a source of inspiration to extend and advance theories to establish a common framework appropriate for interpreting shared information, particularly the value of stories, to establish the collective wisdom of heritage as a mechanism to bridge the barriers of our limited knowledge and understanding of the surrounding world References Anderson, J (1983) The Architecture of Cognition Harvard University Press, Cambridge, Massachusetts Brown, J and Duguid, P (2002) The Social Life of Information Harvard Business School Press, Cambridge, Massachusetts Capon, N and Go, F.M (in press) Frameworks for Market Strategy Routledge, New York Cohen, E (1988) Authenticity and commoditization in tourism Annals of Tourism Research 15, 371–386 Ebron, P.A (2003) Tourists as pilgrims: commercial fashioning of transatlantic politics American Ethnologist 26(3), 910–932 Firat, A and Venkatesh, A (1993) Postmodernity: The age of marketing International Journal of Research in Marketing 10, 227–249 Garcia, B (2005) Deconstructing the City of Culture: The long-term cultural legacies of glasgow 1990 Urban Studies 42(5/6), 841–868 Go, F M and Govers, R (2000) Integrated quality management for tourist destinations: a European perspective on achieving competitiveness Tourism Management 21(1), 79–88 Go, F.M., Lee, R.M and Russo, A.P (2003) E-heritage in the globalizing society: enabling cross-cultural engagement through ICT Information Technology & Tourism 6(1), 55–68 Jansen-Verbeke, M (1998) Tourismification of historical cities Annals of Tourism Research 25(4), 739–742 Luhmann, N (1990) Essays of Self Reference Columbia University Press, New York Maturana, H and Varela, F (1987/1998) The Tree of Knowledge: The Biological Roots of Human Understanding Shambhala, Boston and London McKercher, B., Hoa, P.S.Y and du Cros, H (2005) Relationship between tourism and cultural heritage management: Evidence from Hong Kong Tourism Management 26(4), 539–548 McLean, F (2002) Marketing the Museum Routledge, London Misiura, S (2006) Heritage Marketing Elsevier, Boston National Trust for Historic Preservation (2015) Heritage Tourism Available at: http://www.preservationnation org/information-center/economics-of-revitalization/heritage-tourism (accessed May 2015) Orbasli, A (2000) Tourists in Historic Towns: Urban Conservation and Heritage Management E&FN Spon, London Prentice, R (2003) Revisting ‘Heritage: A key sector of the (then) “new” tourism’ – out with the ‘new’ and out with ‘heritage’? In: Cooper, C (ed.) Classic Reviews in Tourism Channel View Publications, Clevedon, UK, pp 164–191 Pritchard, A and Morgan, N (2001) Culture, identity and tourism representations: Marketing Cymru or Wales? Tourism Management 22(2), 167–179 Ryan, C (2002) Equity, management, power sharing and sustainability issues of the ‘new tourism’ Tourism Management 23(1), 17–26 Star, S and Griesemer, J (1989) Institutional ecology, ‘translations’ and boundary objects: Amateurs and professionals in Berkeley’s Museum of Vertebrate Zoology, 1907–39 Social Studies of Science 19(3), 387–420 Index Note: Page numbers in italics represent tables Page numbers in bold represent figures Page numbers followed by ‘n’ refer to notes action 162 institutionalization 127 situationist paradigm 128, 128 strategic 129 actors 164 centrality 155 governance 156–157, 156 local 129 socio-economic interests 166 agency theory 109 Aktopraklik Neolithic 47 Alpine economy 15 archaeology community engagement 41–62 simulation exercise 54–55, 54, 55 attraction sites 5–6 authenticity 192 authorities 101 benchmarking 1 brand place 13–14, 94, 100 Building Capacity to Support Rights-based Approaches in the World Heritage Convention: Learning from Practice (ICOMOS Norway) 46 business 101 models 122 Byzantine period 41, 48 open-air community meeting 50, 51 capitalization 81 Castel del Monte (Italy) 130 centrality actors 155 change 6, 129 process of cisterns 42, 48, 50, 51, 52, 52, 53 city 17 climate change 45, 183, 187 co-evolutionary process 123 co-production 143 Côa Valley 147–149 coalition 129 Code of Cultural Heritage and Landscape (2004) 158 Code of Ethics ICOM 157 UNWTO 3 collaboration 44, 69–71 Earth Market 70–71, 70 relationship-centred 111 stages of 70 stakeholders 64, 65 Collective Efficiency Strategies (Portugal) 147 collectivity stakeholders 105–107 common good 125 communication 189 product development 5–6 community disintegration 29–30 Integral Tourism Destination Planning (ITDP) 174, 179–180 195 196 Index community (continued) integrated (IC) open-air meeting 50, 51 planning 170 community engagement archaeology 41–62 strategy 53–54 Community Support Framework 150 actions 146 concentration 188 concrete system and predetermined system 125, 128 connectedness 3 conservation interpretation 4–5 policy 4 strategy 5 consultation 44 consumer trends destination 92 consumption production 2–3 Convivium 71 Earth Market 69 corporate marketing literature 101–102 country houses 187 cross-cultural management framework 17 Cultural Heritage Management (CHM) 106, 107–109 stakeholder participation 107–109 cultural management modernization 161 cultural resources ITDP 174 cultural route map 57, 57 culture 8, 95, 149 definition 12–13 urban regeneration processes 11–21 culture context 11–21 integration 13 typologies 13 Cusco Valley (Peru) integral planning 169–185 custodianship 113–117 decision-making process 156 destination image 94–95 components 99, 99 TripAdvisor 92, 95 destination management guiding objectives 170 destination management organization (DMO) 3, 5, 93, 191 destinations 5, 186–193 branding 91 consumer trends 92 definitions 93–94 managers 187 perceptions social media approach 91–104 planning 169–170 development 5, 121–141 international organizations 43 product 5–6 spatial 148 sustainable 142–143 territorial 76–90 differential advantage principle 189 differentiation strategy 189 Heritage Sporting Events (HSE) 82–83 disintegration community 29–30 diversity integration–diversity managerial model 13 Earth Market 63, 67, 72, 189 collaboration 70–71, 70 visitors 69 economic dynamics 122 Edinburgh (Scotland) Old and New Towns WHS Management 106, 107 education 44 programme 53–54 employment 122–141, 145, 146 Portugal 145, 146 ENI SpA 132–134, 137n environment ethological concept of 125 global 3 European cities 188 European Institute for Innovation and Technology (EIT)16 experts professionalism161 Foỗa (Izmir, Turkey) 63–75 history 65 residents 66 see also Earth Market food tourism 63–75 Galataport Project (Tophane) 28, 29, 29, 31 gastronomy 67 gentrification 4 Tophane neighbourhood 22–40 tourism and heritage 27–28 global environment Global Summit on City Tourism (UNWTO) 5 Index 197 globalization 186 process 122 governance actors 156–157, 156 modernization 164, 165 museums 155, 163–165 territorial 123, 126, 127, 129, 133, 133, 136 Greece 8 Gross Domestic Product (GDP) 145, 146 Guggenheim Museum (NYC) 13 Hadrian’s Wall (UK) 107, 108, 116 Hallmark Events 78 halls of fame sports museums 77–78 heritage definition 2, 25 Heritage Custodianship Theory 117 Heritage Sporting Events (HSE) 77, 80–86 characteristics 81–86 comprehensive framework 85–86, 85 definition 80, 85 differentiation strategy 82–83 literature 77–80 location 81 potential 82, 82 stakeholders 81 territorial resource 84–85 heritage tourism Heritage, Tourism and Hospitality International Conference (HTHIC) heritage-based strategies 77 heterogeneity demand 7 historic towns tourists 1 historical records 186 ICOMOS (International Council on Monuments and Sites) General Assembly 46 Norway Building Capacity to Support Rightsbased Approaches in the World Heritage Convention: Learning from Practice 46 identity formation 23 local heritage meaning of place 94 place brand 100, 101 and social memory 22–40 Ignatios, Patriarch 48 industrial clusters 15 industry 7 inefficiency 144 inequality 144 information systems 187 inhabitants Tophane 27 and tourists 23 views 33, 35 Institute of Electrical and Electronics Engineers (IEEE) 16 institutionalism neo-micro- 127 institutionalization action 127 definition 162–163 integral planning Cusco Valley (Peru) 169–185 Integral Tourism Destination Planning (ITDP) 169, 170, 171–175, 172, 181, 182 analysis and diagnosis 171 community 174, 179–180 cultural resources 174 land-use plan 175 products and activities plan 174–175, 179–180 stakeholders 174, 179–180 strategic planning 172–173 sustainable conditions 173–174 zoning 175 integrated communities (IC) integration culture context 13 integration–diversity managerial model 13 international convention bodies 45 International Council of Museums (ICOM) Code of Ethics 157 international development organizations 43 isomorphism 163 Istanbul Capital of Culture (ECoC) 51 Istanbul Development Agency (ISTKA) 49, 5152 Istanbul (Turkey) see Kỹỗỹkyal ArkeoPark; Tophane Italy institutional framework 158–159, 159 museums 158 Ministry of Cultural Heritage and Tourism (MiBACT) 159 state museums governance 154–168 Trento 14–16 see also Manfredonia (Apulia) Izmir (Turkey) Foỗa6375 knowledge136 Kỹỗỹkyal ArkeoPark (Istanbul) 4162, 47 Kids Club 52, 52, 54 public events 52–53, 52, 53 198 Index land use approach 170 Integral Tourism Destination Planning (ITDP) 175 plan 181 legislative framework perspective 95–96 literature 6 Heritage Sporting Events (HSE) 77–80 local actors 129 local agreement 134, 137n local dimension 155 Los Angeles (USA) Olympic Games (1984) 76–77 management analysis of literature 125–126 destination 3, 5, 93, 170, 191 perspectives 125–126 management theory 157 power 158 managers destination 187 stakeholder participation 108 Manfredonia (Apulia, Italy) 130–135 document 131 ENI 132 Interministerial Committee for Economic Planning (CIPE) 132 Local Agreement 134, 137n Mattei 131 petrochemical industry 133 research 131 Sanctuary of San Michele Arcangelo 130 territorial vocation 130–135 market dynamics societal change 7–8 structure 7 marketing 188, 191 matrix approach 113 media Portugal 145 mediation 113 memory social 22–40 Mértola (Portugal) 147–149 meyhane 32, 36n meze 32, 36n modern society 66 modernization cultural management 161 governance 164, 165 Mother Child Education Foundation (ACEV) 51 motivation 7 motivational matrix 7, MUSE (Trento) 16, 17 museumization 30 museums governance 155, 163–165 institutional framework 158 Italian state governance 154–168 organizational dynamics 166 sports 77–78 neighbourhood gentrification 22–40 neo-liberalism 22, 28 neo-micro-institutionalism 127 neo-Ottomanism 30, 31 Netherlands Institute in Turkey (NIT) 24, 34 North Americans Old and New Towns WHS Management (Edinburgh, Scotland) 106, 107 Olympic Games Los Angeles (1984) 76–77 open-air community meeting Byzantine period 50, 51 Operational Guidelines for the Implementation of the World Heritage Convention 190 organizational research 112 organizations 3 Ottoman past 30–33, 35, 49 top-down approach 188 Our Common Future (UN, 1987) 143 outstanding universal value (OUV) 46, 106, 107 Patrouille des Glaciers 82–83 Peru Quispicanchi 176–182 petrochemical industry Manfredonia 133 phenomenological study 96–97 place brand 13–14 essence design of 94 identity 94 analysis 100 elements 101 planners 63 planning community 170 destination 169–170 pluralism 10 political debate 159–161 political views 136 politics 4 Index 199 Portugal Collective Efficiency Strategies 147 Commissions for Regional Coordination and Development 146 employment 145 media 145 national framework 149 regional development 142–154 Portuguese National Strategic Plan for Tourism (2006–2015) document 145 power 129 concept of 127 management theory 158 predetermined system 124–126 and concrete system 125, 128 Prix de Lausanne 80 product development communication 5–6 production 2–3 products and activities plan ITDP 174–175, 179–180 Quispicanchi 180, 180 professionalism experts 161 Programmes for the Economic Valorization of the Endogenous Resources (PROVERE) 147 promotion concept of 159 government 144 protection 160–161 protected areas 63 protection 160–161 public events Kỹỗỹkyal ArkeoPark (Istanbul) 5253, 52, 53 public policy 16 Quispicanchi (Peru) case study 176–182 products and activities plan 180, 180 regional assets 177 sustainable condition 178–179 Tourist Area Life Cycle (TALC) 177, 180 Real Option Theory 132 reception dispositions 83 regeneration 188 regional assets Quispicanchi 177 relationship vision 6–7 relationship-centred collaboration 111 research 1, organizational112 residents Foỗa66 responsibility169185 rights-based approaches 4546 romantic sport 78 Rum 35, 36n Sanctuary of San Michele Arcangelo (Manfredonia) 130 Scotland Edinburgh Old and New Towns WHS Management 106, 107 selectivity 188, 192 signature district 95, 100 site management UNESCO 105 site management plan (SMP) 42, 49, 50, 52, 58 site of memory notion 79 site values 45 situationist approach 127, 128, 128, 135 action 128, 128 territorial governance 136 unified approach 124–130 Slow Food 63, 67, 71, 189 events 71 Slow Food Network 68 Smart Cities Initiative 17 social engineering 137n social media 7, 101, 191 approach destination perceptions 91–104 power of 95 social memory identity 22–40 socio-economic interests actors 166 spatial development 148 Special Environment Protected Area (SEPA) 66 sport romantic 78 Sport Heritage Attractions concept 79 sports events definition 79–80 hallmark 78 Los Angeles Olympic Games (1984) 76–77 territorial development 76–90 see also Heritage Sporting Events (HSE) sports museums halls of fame 77–78 stakeholder participation Cultural Heritage Management (CHM) 107–109 managers 108 stakeholder theory 109, 112–113, 114 stakeholders 59, 63, 69, 71, 72, 113–117, 171 collaboration 64, 65 collectivity 105–107 European 143 Heritage Sporting Events (HSE) 81 200 Index stakeholders (continued) interests 113 ITDP 174, 179–180 management of 113 stewardship 113–117 State-region/superintendence-museum subsidiarity 160–161 stewards contextual factors 110–111, 111 stewardship 113–117 behaviours 111 relationships 110 stakeholder 113–117 theory 109–112, 114 stone houses 66 Stonehenge (UK) 108 strategic action 129 strategic planning ITDP 172–173 sustainability 161 definitions 64 guidelines 143–144 sustainable condition Quispicanchi 178–179 sustainable development 142–143 sustainable tourism development (STD) 64 Terras de Sicó (Portugal) 147–149 territorial development sporting events 76–90 territorial governance 123, 126, 127, 129, 133, 133 situationist approach 136 territorial resource Heritage Sporting Events (HSE) 84–85 territorial vocation 122–141 territory concept of 123 definition 127–128 top-down approach Ottoman past 188 Tophane (Istanbul, Turkey) Art Walk 36n character 32–33 gentrification 22–40 inhabitants 27 map 22, 23 neighbourhood 26–27 Tourism and Heritage Attractions (Prentice) 1 Tourismo de Portugal (TP) 145 Tourist Area Life Cycle (TALC) Quispicanchi 177 tourists 2 historic towns and inhabitants 23 towns 63, 64 Trento (Italy) 14–16 cultural regeneration 15–16 value generation 14 TripAdvisor 95, 97–100 comments 98, 98 destination image components 99, 99 summary of references 97, 97 Triple Bottom Line (TBL) 169, 170 Turkey 22, 95 see also Foỗa (Izmir); Kỹỗỹkyal ArkeoPark; Tophane UNESCO 45, 106, 107, 130, 148, 190 site management 105 UK National Commission for 106 World Heritage List 42 unified approach situationist approach 124–130 United Kingdom (UK) Department for Culture Media and Sport (DCMS) 106 Edinburgh (Scotland) 106, 107 heritage 106–107, 108, 115, 117 National Commission for UNESCO 106 Wimbledon Tennis Championships 83, 85 United Nations (UN) National Trust for Historic Preservation definition 186 Our Common Future (1987) 143 United Nations World Tourism Organization (UNWTO) 65 Global Code of Ethics Article 10 urban regeneration processes 11–18 value generation Trento 14 vision relationship 6–7 visitation 56–58 Wimbledon Tennis Championships 83, 85 World Archaeological Congress (WAC) 43 World Heritage Convention Building Capacity to Support-based Approaches (ICOMOS Norway) 46 Operational Guidelines 44 World Heritage List (UNESCO) 42 World Heritage Management (WHM) theoretical perspective 105–121 World Heritage Sites (WHS) 105, 114–115 zoning ITDP 175 .. .Heritage Tourism Destinations Preservation, Communication and Development Heritage Tourism Destinations Preservation, Communication and Development Edited by Maria... Alessandra Ricci and Ays¸ egül Yılmaz 41 Part II Heritage Tourism Destinations: Product Development and Communication 4 Developing Food Tourism through Collaborative Efforts within the Heritage. .. nationally and internationally financed marketing, cultural and tourism development projects Her research interests include place branding, sustainable development, cultural tourism, and tourism and