Sustainable heritage management practices at visited heritage sites in Devon and Cornwall

The Role of Sustainable Events in the Management of Historic Buildings

“…Leask [38] identified a challenge as being that there were multiple methods used to measure effectiveness by different stakeholders in accordance with their individual priorities. Another significant challenge was that as well as capacity building, strategic leadership and revenue management, heritage managers are required to focus on cultural sustainability, and its heritage [24,25,50,51]. In this research, despite incorporating all of these elements into their roles, historic building custodians, managers and event managers listed a number of practical management challenges, namely: Technology, staff management, logistics between events, and communication amongst different departments, confirming the findings of previous research into visitor attraction management within heritage contexts.…”

“…As well as promotion, strategic leadership and revenue management, historic building managers are required to focus on cultural sustainability, and heritage [24][25][26], which adds a complexity to the staging of events not faced by other venues, in particular regarding sustainability. Historic buildings, along with castles, visitor attractions, boats, sports stadiums and galleries have been classified as 'unusual venues' [27], indicating that their use does not fall within the standard overview of the events management literature.…”

Management Challenges at Film-Induced Tourism Heritage Attractions

“…However, although tourism development raises heritage management concerns, it can also be seen as an important justification of, and basis for, the preservation of heritage resources (Hall, 2001;Prideaux & Kininmont, 1999;Fyall & Rakić, 2006;Rakić, 2008;Wang & Bramwell, 2012;Zhang et al, 2015). Managers' lack of understanding 5 of this relationship between tourism and heritage, in instances in which this occurs, can represent a significant problem in that heritage managers might not realize that there is a need to both protect the actual heritage site and operate as a visitor attraction (Croft, 1994;Darlow et al, 2012). In order to avoid conflicts and achieve balance, the relationship between tourism, heritage conservation and stakeholders should be based on maturity, knowledge and willingness to support heritage resources (Wang & Bramwell, 2012).…”

“…Namely, although management challenges at HVAs have been explored by a number of scholars (e.g. see Carter & Grimwade, 1997;Darlow, Essex & Brayshay 2012;Fyall & Garrod, 1998;Fyall & Rakić, 2006;Garrod Fyall Leask & Reid, 2012;Irimiás, 2014;Leask, 2010;Nicholas & Thapa, 2013), there is a lack of research which has explicitly explored management challenges HVAs face as a consequence of film-induced tourism.…”

Anadolu’da (Küçük Asya) Kültür, Ekonomi ve Bütünleşme Gelişimi İçin Farklı Fırsatların Anahtarı: Başarılı Bir Arkeoturizm Planlaması

“…AT, classified under the wider terms cultural tourism and heritage tourism (Ashworth & Tunbridge, 2000;Hughes 2002;Richards 2001) has gradually been a totally new subdiscipline scientifically studied thoroughly differing from other forms of tourism industry (Avrami 2016;Darlow, Essex & Brayshay, 2012;Gullino, Beccaro, Larcher, 2015;Landorf 2019;Poulios 2014).…”