center for tourism and culture management

Unlocking the potential of tourism and culture for development

Strengthening cooperation between the tourism and culture sectors to boost prosperity and enhance heritage protection is the topic of the 2 nd Global Conference on Tourism and Culture, which will be held in Muscat, Oman 11-12 December.

Jointly organized by the United Nations World Tourism Organization (UNWTO) and the United Nations Education Science and Culture Organization (UNESCO), it will bring together around 500 participants to explore how these sectors can drive progress towards the United Nations Sustainable Development Agenda.

The Conference will open with a high-level panel with some 30 ministers of tourism and ministers of culture who will address policy and governance frameworks. They will also address the issue of Cultural Tourism as a Factor of Peace and Prosperity.

This panel will be followed by three round-table discussions with professionals from World Heritage Sites and intangible cultural heritage, non-governmental organizations, academic institutions, and private sector stakeholders. Topics include: tourism development and protection of cultural heritage; culture and tourism in urban development and creativity; and exploring cultural landscapes in tourism.

The Conference will take place in the framework of the United Nations International Year of Sustainable Tourism for Development, a unique opportunity to explore and highlight tourism’s potential to help transform our world into a place of prosperity and wellbeing for all. This Conference will build on the interagency partnership formed between UNWTO and UNESCO at the first World Conference on Tourism and Culture held in 2015, in Siem Reap, Cambodia.

Additional information:

About the conference

International Year of Sustainable Tourism for Development 2017

For press accreditation, please contact UNWTO Media Officer Ruth Gomez Sobrino

Tel: (+34) 91 567 81 60 /  rgomez@unwto.org

For more on

UNESCO’s related programmes , please contact Clare Sharkey Tel: +33 1 45 68 04 31/ c.sharkey@unesco.org

UNWTO Communications & Publications Programme Tel: (+34) 91 567 8100 / Fax: +34 91 567 8218 /  comm@UNWTO.org

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Culture, Tourism and Sustainability (Cultural Heritage and Sustainable Tourism, Social Sustainability of Tourism, Socio-Cultural Sustainability of Tourism)

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Definition and Conceptual Framework

The relationship of culture, tourism, and sustainability in other words, social or socio-cultural sustainability of tourism including sustainable cultural heritage management for tourism is basically constructed upon the vulnerable and sensitive issues related to people: their values, their history, identity and living styles, their behaviors, attitudes, perceptions; their acceptance or rejection levels; and their emotions towards tourism.

The socio-culturally sustainable tourism system is comprised of all these “people” issues given priority while ensuring the “well-being” and “quality of life” of all stakeholders being involved to some extent, in the exchange of tourism products and services. In this system, the benefits provided by tourism and the costs incurred by the stakeholders concerned are to be conducted at tolerance limits for inhabitants (or beneficiaries) who are involved in decision-making and serving and users (or tourists).

The given...

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İzmir Katip Çelebi University, İzmir, Turkey

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René Schmidpeter

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Nicholas Capaldi

International Training Centre of the IL, International Labor Organization, Turin, Italy

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Department of Economics, Society and Politics, University of Urbino Carlo Bo, Urbino, Italy

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Sonuç, N. (2020). Culture, Tourism and Sustainability (Cultural Heritage and Sustainable Tourism, Social Sustainability of Tourism, Socio-Cultural Sustainability of Tourism). In: Idowu, S., Schmidpeter, R., Capaldi, N., Zu, L., Del Baldo, M., Abreu, R. (eds) Encyclopedia of Sustainable Management. Springer, Cham. https://doi.org/10.1007/978-3-030-02006-4_457-1

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DOI : https://doi.org/10.1007/978-3-030-02006-4_457-1

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Published : 01 March 2020

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• BS in Hospitality, Travel and Tourism Management

Bachelor of Science (BS) in Hospitality, Travel and Tourism Management

If you are considering a hospitality major as your undergraduate program of study, the BS in Hospitality, Travel and Tourism Management, offered by the Jonathan M. Tisch Center of Hospitality prepares students for careers in hospitality, travel and tourism, tourism experience management, hotel and resort management, and hotel real estate development. The curriculum provides you with flexibility to explore career options way beyond what a typical hospitality and tourism degree might offer. As a student enrolled in this program, you’ll benefit immensely from earning your degree at NYU , home to more than 50,000 students from around the globe, while launching your career in New York City—a location defined by its world-class hotels and tourist attractions.

Degree Advantage

• Curriculum  prepares students for hospitality and tourism jobs around the world
• Provides an NYU liberal arts education
• Concentrations  in Event Management , Hotel Real Estate Finance and Development , Marketing and Analytics , Leadership and Management , Travel and Tourism Development , and Entrepreneurship
• Internships at leading NYC hotels, restaurants, tourism bureaus, online travel agencies, and promotional companies
• Study abroad opportunities  and industry site visits
• New Hospitality Innovation Hub for students, start ups, and industry partners

VIEW FULL CURRICULUM AND DEGREE REQUIREMENTS >

Who should earn the bs in hospitality, travel and tourism management.

If you have a passion for travel, love to interact with people, and have an innate curiosity to learn about different cultures, this degree provides the knowledge and skills needed for a hospitality career. The diversity of the Tisch Center student body and faculty members promotes a worldview that will be critical for your success in a field that is more globally interconnected than ever before.

Degree Overview

Learn from a faculty of world-renowned experts.

Faculty members are respected experts in the hospitality, hotel management, and travel and tourism sectors who share their knowledge, insights, experiences, and connections. They work directly with you to ensure that you identify and pursue the professional path that best fits your career goals and objectives. Their support and deep dedication is what makes earning a degree from the Tisch Center an experience unlike all others.

Gain Invaluable Experience Through Study Abroad

Study abroad opportunities abound for BS in Hospitality, Travel and Tourism Management students through Global Field Intensives (GFIs). These travel experiences provide international business experience while attuning students to the cultural, socio-economic, and political forces that influence the international hospitality, and travel and tourism industries. Recent GFIs include trips to: Abu Dhabi, Dubai, Prague, and Berlin.

Benefit from Unsurpassed Networking Opportunities

The BS in Hospitality, Travel and Tourism Management provides unsurpassed networking opportunities through the annual  NYU International Hospitality Industry Investment Conference , chaired by  Jonathan M. Tisch , chairman and CEO of Loews Hotels and Co. (left); the Grossinger-Bergman Distinguished Lecturer Series, which features hospitality leaders such as  David Marriott ; and fireside chats with the likes of famed chefs and restaurateurs  Daniel Boulud  and  Danny Meyer .

Internships and Job Opportunities

Through the Tisch Center of Hospitality and the NYU Wasserman Center for Career Development at NYU SPS, hospitality, travel and tourism management majors have the opportunity to complete a wide range of hospitality, and travel and tourism internships that provide the hands-on experience needed to accelerate their careers. Many of these internships evolve into permanent hospitality and tourism jobs. Our graduates go on to careers at top hotel chains, boutique hotels, travel organizations, tourism bureaus, media companies, restaurants, and food and beverage companies including:

• Estee Lauder Companies
• Four Seasons Hotels and Resorts
• Loews Hotels
• Marriott International
• The Standard Hotels
• Walt Disney World

FREQUENTLY ASKED QUESTIONS

How does this degree differ from a hospitality management degree.

The BS in Hospitality, Travel and Tourism Management differs from a hospitality management degree in its holistic approach to the hospitality, travel, and tourism sectors. While traditional undergraduate hospitality management degrees focus on hotels and restaurants, you will have the opportunity in this degree to also explore subjects like destination marketing, tourism development, and event management.

Will this degree prepare me for hotel management jobs?

The BS in Hospitality, Travel and Tourism Management will prepare you for a range of hotel industry jobs and career paths. You will have the opportunity to specialize in your field of interest, including hotel or tourism operations, sales and marketing, revenue management or hotel development. Our students secure internships and work at large multinational hotel chains as well as independent boutique hotels.

Is tourism management a growing field?

Tourism management offers a broad range of career options for those who are interested in pursuing tourism jobs. The tourism sector has experienced incredible growth in the past decades. with 1.8 billion tourists—just over one in five persons in the world—traveling around the globe by 2030 (UNWTO). The BS in Hospitality, Travel and Tourism Management provides students with the opportunity to secure internships at a broad range of tourism destinations including Walt Disney World.

Can an undergraduate hotel management degree help my career?

An undergraduate hotel management degree can help your career, because it will provide you with a wealth of business skills and the networking opportunities that can lead to a wide variety of hotel management jobs. The hospitality sector is vast and offers a wealth of career choices, but even if you decide to switch career paths, the business foundation you acquire will allow you to pursue a career in a variety of other professional sectors. In addition, earning an undergraduate degree at NYU will open the doors to job opportunities in New York City and around the world.

What are the advantages of earning a hospitality management degree in New York City?

The advantage of earning your hospitality management degree in New York City is that you will be studying in the hospitality capital of the world. New York City is home to top hotels, the finest restaurants, major tourist attractions and thousands of world-famous events. The City will become your professional base for exploring your interests in hospitality, travel and tourism management and for gaining the experience you need to secure a job in this growing field.

Take advantage of the search to browse through the World Heritage Centre information.

Sustainable Tourism

UNESCO World Heritage and Sustainable Tourism Programme

The UNESCO World Heritage and Sustainable Tourism Programme represents a new approach based on dialogue and stakeholder cooperation where planning for tourism and heritage management is integrated at a destination level, the natural and cultural assets are valued and protected, and appropriate tourism developed.

World Heritage and tourism stakeholders share responsibility for conservation of our common cultural and natural heritage of Outstanding Universal Value and for sustainable development through appropriate tourism management.

Facilitate the management and development of sustainable tourism at World Heritage properties through fostering increased awareness, capacity and balanced participation of all stakeholders in order to protect the properties and their Outstanding Universal Value.

Focus Areas

Policy & Strategy

Sustainable tourism policy and strategy development.

Tools & Guidance

Sustainable tourism tools

Capacity Building

Capacity building activities.

Heritage Journeys

Creation of thematic routes to foster heritage based sustainable tourism development

A key goal of the UNESCO WH+ST Programme is to strengthen the enabling environment by advocating policies and frameworks that support sustainable tourism as an important vehicle for managing cultural and natural heritage. Developing strategies through broad stakeholder engagement for the planning, development and management of sustainable tourism that follows a destination approach and focuses on empowering local communities is central to UNESCO’s approach.

Supporting Sustainable Tourism Recovery

Enhancing capacity and resilience in 10 World Heritage communities

Supported by BMZ, and implemented by UNESCO in collaboration with GIZ, this 2 million euro tourism recovery project worked to enhance capacity building in local communities, improve resilience and safeguard heritage.

Policy orientations

Defining the relationship between world heritage and sustainable tourism

Based on the report of the international workshop on Advancing Sustainable Tourism at Natural and Cultural Heritage Sites (Mogao, China, September 2009), the World Heritage Committee at its 34th session adopted the policy orientations which define the relationship between World Heritage and sustainable tourism ( Decision 34 COM 5F.2 ).

World Heritage and Tourism in a Changing Climate

Providing an overview of the increasing vulnerability of World Heritage sites to climate change impacts and the potential implications for and of global tourism.

Sustainable Tourism Tools

Manage tourism efficiently, responsibly and sustainably based on the local context and needs

People Protecting Places is the public exchange platform for the World Heritage and Sustainable Tourism Programme, providing education and information, encouraging support, engaging in social and community dialogue

The ' How-To ' guides offer direction and guidance to managers of World Heritage tourism destinations and other stakeholders to help identify the most suitable solutions for circumstances in their local environments and aid in developing general know-how.

English French Russian

Helping site managers and other tourism stakeholders to manage tourism more sustainably

Capacity Building in 4 Africa Nature Sites

A series of practical training and workshops were organized in four priority natural World Heritage sites in Africa (Lesotho, Malawi, South Africa, Tanzania, Zambia and Zimbabwe) with the aim of providing capacity building tools and strategies for site managers to help them manage tourism at their sites more sustainably.

Learn more →

15 Pilot Sites in Nordic-Baltic Region

The project Towards a Nordic-Baltic pilot region for World Heritage and Sustainable Tourism (2012-2014) was initiated by the Nordic World Heritage Foundation (NWHF). With a practical approach, the project has contributed to tools for assessing and developing sustainable World Heritage tourism strategies with stakeholder involvement and cooperation.

Supporting Community-Based Management and Sustainable Tourism at World Heritage sites in South-East Asia

Entitled “The Power of Culture: Supporting Community-Based Management and Sustainable Tourism at World Heritage sites in South-East Asia", the UNESCO Office in Jakarta with the technical assistance of the UNESCO World Heritage and Sustainable Tourism Programme and the support from the Government of Malaysia is spearheading the first regional effort in Southeast Asia to introduce a new approach to sustainable tourism management at World Heritage sites in Malaysia, the Philippines and Indonesia.

Cultural tourism is one of the largest and fastest-growing global tourism markets. Culture and creative industries are increasingly being used to promote destinations and enhance their competitiveness and attractiveness.

Many locations are now actively developing their cultural assets as a means of developing comparative advantages in an increasingly competitive tourism marketplace, and to create local distinctiveness in the face of globalization.

UNESCO will endeavour to create networks of key stakeholders to coordinate the destination management and marketing associated with the different heritage routes to promote and coordinate high-quality, unique experiences based on UNESCO recognized heritage. The goal is to promote sustainable development based on heritage values and create added tourist value for the sites.

UNESCO World Heritage Journeys of the EU

Creating heritage-based tourism that spurs investment in culture and the creative industries that are community-centered and offer sustainable and high-quality products that play on Europe's comparative advantages and diversity of its cultural assets.

World Heritage Journeys of Buddhist Heritage Sites

UNESCO is currently implementing a project to develop a unique Buddhist Heritage Route for Sustainable Tourism Development in South Asia with the support from the Korea International Cooperation Agency (KOICA). South Asia is host to rich Buddhist heritage that is exemplified in the World Heritage properties across the region.

Programme Background

In 2011 UNESCO embarked on developing a new World Heritage and Sustainable Tourism Programme.

The aim was to create an international framework for the cooperative and coordinated achievement of shared and sustainable outcomes related to tourism at World Heritage properties.

The preparatory work undertaken in developing the Programme responded to the decision 34 COM 5F.2 of the World Heritage Committee at its 34th session in Brasilia in 2010, which requested

“the World Heritage Centre to convene a new and inclusive programme on World Heritage and Sustainable Tourism, with a steering group comprising interested States Parties and other relevant stakeholders, and also requests the World Heritage Centre to outline the objectives and approach to the implementation of this programme".

The Steering Group was comprised of States Parties representatives from the six UNESCO Electoral Groups (Germany (I), Slovenia (II), Argentina (III), China (IV), Tanzania (Va), and Lebanon (Vb)), the Director of the World Heritage Centre, the Advisory Bodies (IUCN, ICOMOS and ICCROM), the United Nations World Tourism Organization (UNWTO) and the Swiss Government as the donor agency.

The Government of Switzerland has provided financial support for specific actions to be undertaken by the Steering Group. To coordinate and support the process, the World Heritage Centre has formed a small Working Group with the support of the Nordic World Heritage Foundation, the Government of Switzerland and the mandated external consulting firm MartinJenkins.

The World Heritage Committee directed that the Programme take into account:

• the recommendations of the evaluation of the concluded tourism programme ( WHC-10/34.COM/INF.5F.3 )
• the policy orientation which defines the relationship between World Heritage and sustainable tourism that emerged from the workshop Advancing Sustainable Tourism at Natural and Cultural Heritage Sites (Mogao, China, September 2009) ( WHC-10/34.COM/INF.5F.1 )

Overarching and strategic processes that the new World Heritage and Sustainable Tourism Programme will be aligned with include the Strategic Objectives of the World Heritage Convention (the five C's) ( Budapest Declaration 2002 ), the ongoing Reflections on the Future of the World Heritage Convention ( WHC-11/35.COM/12A ) and the Strategic Action Plan for the Implementation of the World Heritage Convention 2012-2022 ( WHC-11/18.GA/11 ), the Relationship between the World Heritage Convention and Sustainable Development (WHC-10/34.COM/5D), the World Heritage Capacity Building Strategy ( WHC-10/34.COM/5D ), the Global Strategy for a Representative, Balanced and Credible World Heritage List (1994), and the Evaluation of the Global Strategy and PACT initiative ( WHC-11/18.GA/8 - 2011 ).

In addition, the programme development process has been enriched by an outreach to representatives from the main stakeholder groups including the tourism sector, national and local governments, site practitioners and local communities. The programme design was further developed at an Expert Meeting in Sils/Engadine, Switzerland October 2011. In this meeting over 40 experts from 23 countries, representing the relevant stakeholder groups, worked together to identify the overall strategic approach and a prioritised set of key objectives and activities. The proposed Programme was adopted by the World Heritage Committee in 2012 at its 36th session in St Petersburg, Russian Federation .

International Instruments

International Instruments Relating to Sustainable Development and Tourism.

Resolutions adopted by the United Nations, charters adopted by ICOMOS, decisions adopted by the World Heritage Committee, legal instruments adopted by UNESCO on heritage preservation.

Resolutions adopted by the United Nations

• Report by the Department of Economics and Social Affairs: Tourism and Sustainable Development: The Global Importance of Tourism at the United Nations’ Commission on Sustainable Development 7th Session (1999)
• Resolution A/RES/56/212 and the Global Code of Ethics for Tourism adopted by the United Nations World Tourism Organization (1999)

Charters adopted by ICOMOS

• The ICOMOS International Cultural Tourism Charter (1999)
• The ICOMOS Charter for the Interpretation and Presentation of Cultural Heritage Sites (2008)

Decisions adopted by the World Heritage Committee

• Decision (XVII.4-XVII.12) adopted by the World Heritage Committee at its 25th Session in Helsinki (2001)
• Decision 33 COM 5A adopted by the World Heritage Committee at its 30th Session in Seville (2009)
• Decision 34 COM 5F.2 adopted by the World Heritage Committee at its 34th Session in Brasilia (2010)
• Decision 36 COM 5E adopted by the World Heritage Committee at its 36th Session in Saint Petersburg (2012)

Legal instruments adopted by UNESCO on heritage preservation in chronological order

• Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property (1970)
• The Recommendation for the Protection of Movable Cultural Property (1978)
• The Recommendation on the Safeguarding of Traditional Culture and Folklore (1989)
• The Convention on the Protection of the Underwater Cultural heritage (2001)
• The Convention on the Protection and Promotion of the Diversity of Cultural Expressions (2005)

Other instruments

• Other instruments OECD Tourism Trends and Policies 2012 (French forthcoming)
• Programme on Sustainable Consumption and Production (In English)
• Siem Reap Declaration on Tourism and Culture 2015 – Building a New Partnership Model

Decisions / Resolutions (5)

The World Heritage Committee,

• Having examined Document WHC/18/42.COM/5A,
• Recalling Decision 41 COM 5A adopted at its 41st session (Krakow, 2017) and Decision 40 COM 5D adopted at its 40th session (Istanbul/UNESCO, 2016), General:
• Takes note with appreciation of the activities undertaken by the World Heritage Centre over the past year in pursuit of the Expected Result to ensure that “tangible heritage is identified, protected, monitored and sustainably managed by Member States, in particular through the effective implementation of the 1972 Convention ”, and the five strategic objectives as presented in Document WHC/18/42.COM/5A; 
• Welcomes the proactive role of the Secretariat for enhancing synergies between the World Heritage Convention and the other Culture and Biodiversity-related Conventions, particularly the integration of relevant synergies aspects in the revised Periodic Reporting Format and the launch of a synergy-related web page on the Centre’s website;
• Also welcomes the increased collaboration among the Biodiversity-related Conventions through the Biodiversity Liaison Group and focused activities, including workshops, joint statements and awareness-raising;
• Takes note of the Thematic studies on the recognition of associative values using World Heritage criterion (vi) and on interpretation of sites of memory, funded respectively by Germany and the Republic of Korea and encourages all States Parties to take on board their findings and recommendations, in the framework of the identification of sites, as well as management and interpretation of World Heritage properties;
• Noting the discussion paper by ICOMOS on Evaluations of World Heritage Nominations related to Sites Associated with Memories of Recent Conflicts, decides to convene an Expert Meeting on sites associated with memories of recent conflicts to allow for both philosophical and practical reflections on the nature of memorialization, the value of evolving memories, the inter-relationship between material and immaterial attributes in relation to memory, and the issue of stakeholder consultation; and to develop guidance on whether and how these sites might relate to the purpose and scope of the World Heritage Convention , provided that extra-budgetary funding is available and invites the States Parties to contribute financially to this end;
• Also invites the States Parties to support the activities carried out by the World Heritage Centre for the implementation of the Convention ;
• Requests the World Heritage Centre to present, at its 43rd session, a report on its activities. Thematic Programmes:
• Welcomes  the progress report on the implementation of the World Heritage Thematic Programmes and Initiatives,  notes  their important contribution towards implementation of the Global Strategy for representative World Heritage List, and  thanks  all States Parties, donors and other organizations for having contributed to achieving their objectives;
• Acknowledges  the results achieved by the World Heritage Cities Programme and calls States Parties and other stakeholders to provide human and financial resources ensuring the continuation of this Programme in view of its crucial importance for the conservation of the urban heritage inscribed on the World Heritage List, for the implementation of the Recommendation on the Historic Urban Landscape and its contribution to achieving the 2030 Sustainable Development Goals related to cities as well as for its contribution to the preparation of the New Urban Agenda, and further thanks to China and Croatia for their support for the implementation of the Programme;
• Also acknowledges the results achieved of the World Heritage Marine Programme, also thanks Flanders, France and the Annenberg Foundation for their support, notes the increased focus of the Programme on a global managers network, climate change adaptation strategies and sustainable fisheries, and  invites  States Parties, the World Heritage Centre and other stakeholders to continue to provide human and financial resources to support for the implementation of the Programme;
• Further acknowledges the results achieved in the implementation of the World Heritage Sustainable Tourism Programme, in particular the development of the Sustainable Tourism and Visitor Management Assessment tool and encourages States Parties to participate in the pilot testing of the tool, expresses  appreciation for the funding provided by the European Commission and  further thanks the Republic of Korea, Norway, and Seabourn Cruise Line for their support in the implementation of the Programme’’s activities;
• Further notes the progress in the implementation of the Small Island Developing States Programme, its importance for a representative, credible and balanced World Heritage List and building capacity of site managers and stakeholders to implement the World Heritage Convention , thanks furthermore Japan and the Netherlands for their support as well as the International Centre on Space Technology for Natural and Cultural Heritage (HIST) and  the World Heritage Institute of Training & Research for the Asia & the Pacific Region (WHITRAP) as Category 2 Centres for their technical and financial supports and also requests the States Parties and other stakeholders to continue to provide human, financial and technical resources for the implementation of the Programme;
• Takes note of the activities implemented jointly by the International Astronomical Union (IAU) and ICOMOS under the institutional guidance of the World Heritage Centre, in line with its Decision 40 COM 5D, further requests the World Heritage Centre to disseminate among the States Parties the second volume of the IAU/ICOMOS Thematic Study on Astronomical Heritage and renames this initiative as Initiative on Heritage of Astronomy, Science and Technology;
• Also takes note of the progress report on the Initiative on Heritage of Religious Interest, endorses the recommendations of the Thematic Expert Consultation meetings focused on Mediterranean and South-Eastern Europe (UNESCO, 2016), Asia-Pacific (Thailand, 2017) and Eastern Europe (Armenia, 2018), thanks the States Parties for their generous contribution and reiterates its invitation to States Parties and other stakeholders to continue to support this Initiative, as well as its associated Marketplace projects developed by the World Heritage Centre;
• Takes note of the activities implemented by CRATerre in the framework of the World Heritage Earthen Architecture Programme, under the overall institutional guidance of the World Heritage Centre, and of the lines of action proposed for the future, if funding is available;
• Invites  States Parties, international organizations and donors to contribute financially to the Thematic Programmes and Initiatives as the implementation of thematic priorities is no longer feasible without extra-budgetary funding;
• Requests furthermore  the World Heritage Centre to submit an updated result-based report on Thematic Programmes and Initiatives, under Item 5A: Report of the World Heritage Centre on its activities, for examination by the World Heritage Committee at its 44th session in 2020.

1.   Having examined document WHC-12/36.COM/5E,

2.  Recalling Decision 34 COM 5F.2 adopted at its 34th session (Brasilia, 2010),

3.  Welcomes the finalization of the new and inclusive Programme on World Heritage and Sustainable Tourism and notes with appreciation the participatory process for its development, objectives and approach towards implementation;

4.  Also welcomes the contribution of the Steering Group comprised of States Parties representatives from the UNESCO Electoral Groups, the World Heritage Centre, the Advisory Bodies (IUCN, ICOMOS, ICCROM), Switzerland and the United Nations World Tourism Organisation (UNWTO) in the elaboration of the Programme;

5.   Thanks the Government of Switzerland, the United Nations Foundation and the Nordic World Heritage Foundation for their technical and financial support to the elaboration of the Programme;

6.   Notes with appreciation the contribution provided by the States Parties and other consulted stakeholders during the consultation phase of the Programme;

7.   Takes note of the results of the Expert Meeting in Sils/Engadin (Switzerland), from 18 to 22 October 2011 contributing to the Programme, and further thanks the Government of Switzerland for hosting the Expert Meeting;

8.   Adopts the World Heritage and Sustainable Tourism Programme;

9.   Requests the World Heritage Centre to refine the Draft Action Plan 2013-2015 in an Annex to the present document and to implement the Programme with a Steering  Group comprised of representatives of the UNESCO Electoral Groups, donor agencies, the Advisory Bodies, UNWTO and in collaboration with interested stakeholders;

10.   Notes that financial resources for the coordination and implementation of the Programme do not exist and also requests States Parties to support the implementation of the World Heritage and Sustainable Tourism Programme;

11.  Further requests the World Heritage Centre to report biennially on the progress of the implementation of the Programme;

12.   Notes with appreciation the launch of the Programme foreseen at the 40th Anniversary of the World Heritage Convention event in Kyoto, Japan, in November 2012

1. Having examined Document WHC-10/34.COM/INF.5F.1 and WHC-10/34.COM/INF.5F.3,

2. Highlighting that the global tourism sector is large and rapidly growing, is diverse and dynamic in its business models and structures, and the relationship between World Heritage and tourism is two way: tourism, if managed well, offers benefits to World Heritage properties and can contribute to cross-cultural exchange but, if not managed well, poses challenges to these properties and recognizing the increasing challenges and opportunities relating to tourism;

3. Expresses its appreciation to the States Parties of Australia, China, France, India, Sweden, Switzerland and the United Kingdom, and to the United Nations Foundation and the Nordic World Heritage Foundation for the financial and technical support to the World Heritage Tourism Programme since its establishment in 2001;

4. Welcomes the report of the international workshop on Advancing Sustainable Tourism at Natural and Cultural Heritage Sites (Mogao, China, September 2009) and adopts the policy orientation which defines the relationship between World Heritage and sustainable tourism ( Attachment A );

5. Takes note of the evaluation of the World Heritage Tourism Programme by the UN Foundation, and encourages the World Heritage Centre to take fully into account the eight programme elements recommended in the draft final report in any future work on tourism ( Attachment B );

6. Decides to conclude the World Heritage Tourism Programme and requests the World Heritage Centre to convene a new and inclusive programme on World Heritage and Sustainable Tourism, with a steering group comprising interested States Parties and other relevant stakeholders, and also requests the World Heritage Centre to outline the objectives and approach to implementation of this programme, drawing on the directions established in the reports identified in Paragraphs 4 and 5 above, for consideration at the 35th session of the World Heritage Committee (2011);

7. Also welcomes the offer of the Government of Switzerland to provide financial and technical support to specific activities supporting the steering group; further welcomes the offer of the Governments of Sweden, Norway and Denmark to organize a Nordic-Baltic regional workshop in Visby, Gotland, Sweden in October 2010 on World Heritage and sustainable tourism; and also encourages States Parties to support the new programme on World Heritage and Sustainable Tourism including through regional events and the publication of materials identifying good practices;

8. Based upon the experience gained under the World Heritage Convention of issues related to tourism, invites the Director General of UNESCO to consider the feasibility of a Recommendation on the relationship between heritage conservation and sustainable tourism. 

Attachment A

Recommendations of the international workshop

on Advancing Sustainable Tourism at Natural and Cultural Heritage Sites  

Policy orientations: defining the relationship between World Heritage and tourism

1. The tourism sector

The global tourism sector is large and rapidly growing, is diverse and dynamic in its business models and structures.

Tourists/visitors are diverse in terms of cultural background, interests, behaviour, economy, impact, awareness and expectations of World Heritage.

There is no one single way for the World Heritage Convention , or World Heritage properties, to engage with the tourism sector or with tourists/visitors.

2. The relationship between World Heritage and tourism

The relationship between World Heritage and tourism is two-way:

a. World Heritage offers tourists/visitors and the tourism sector destinations

b. Tourism offers World Heritage the ability to meet the requirement in the Convention to 'present' World Heritage properties, and also a means to realise community and economic benefits through sustainable use.

Tourism is critical for World Heritage:

a. For States Parties and their individual properties,

i. to meet the requirement in the Convention to 'present' World Heritage

ii. to realise community and economic benefits

b. For the World Heritage Convention as a whole, as the means by which World Heritage properties are experienced by visitors travelling nationally and internationally

c. As a major means by which the performance of World Heritage properties, and therefore the standing of the Convention , is judged,

i. many World Heritage properties do not identify themselves as such, or do not adequately present their Outstanding Universal Value

ii. it would be beneficial to develop indicators of the quality of presentation, and the representation of the World Heritage brand

d. As a credibility issue in relation to: i. the potential for tourism infrastructure to damage Outstanding Universal Value

i. the threat that World Heritage properties may be unsustainably managed in relation to their adjoining communities

ii. sustaining the conservation objectives of the Convention whilst engaging with economic development

iii. realistic aspirations that World Heritage can attract tourism.

World Heritage is a major resource for the tourism sector:

a. Almost all individual World Heritage properties are significant tourism destinations

b. The World Heritage brand can attract tourists/visitors,

i. the World Heritage brand has more impact upon tourism to lesser known properties than to iconic properties.

Tourism, if managed well, offers benefits to World Heritage properties:

a. to meet the requirement in Article 4 of the Convention to present World Heritage to current and future generations

b. to realise economic benefits.

Tourism, if not managed well, poses threats to World Heritage properties.

3. The responses of World Heritage to tourism

The impact of tourism, and the management response, is different for each World Heritage property: World Heritage properties have many options to manage the impacts of tourism.

The management responses of World Heritage properties need to:

a. work closely with the tourism sector

b. be informed by the experiences of tourists/visitors to the visitation of the property

c. include local communities in the planning and management of all aspects of properties, including tourism.

While there are many excellent examples of World Heritage properties successfully managing their relationship to tourism, it is also clear that many properties could improve:

a. the prevention and management of tourism threats and impacts

b. their relationship to the tourism sector inside and outside the property

c. their interaction with local communities inside and outside the property

d. their presentation of Outstanding Universal Value and focus upon the experience of tourists/visitors.

a. be based on the protection and conservation of the Outstanding Universal Value of the property, and its effective and authentic presentation

b. work closely with the tourism sector

c. be informed by the experiences of tourists/visitors to the visitation of the property

d. to include local communities in the planning and management of all aspects of properties, including tourism.

4. Responsibilities of different actors in relation to World Heritage and tourism

The World Heritage Convention (World Heritage Committee, World Heritage Centre, Advisory Bodies):

a. set frameworks and policy approaches

b. confirm that properties have adequate mechanisms to address tourism before they are inscribed on the World Heritage List

i. develop guidance on the expectations to be include in management plans

c. monitor the impact upon OUV of tourism activities at inscribed sites, including through indicators for state of conservation reporting

d. cooperate with other international organisations to enable:

i. other international organisations to integrate World Heritage considerations in their programs

ii. all parties involved in World Heritage to learn from the activities of other international organisations

e. assist State Parties and sites to access support and advice on good practices

f. reward best practice examples of World Heritage properties and businesses within the tourist/visitor sector

g. develop guidance on the use of the World Heritage emblem as part of site branding.

Individual States Parties:

a. develop national policies for protection

b. develop national policies for promotion

c. engage with their sites to provide and enable support, and to ensure that the promotion and the tourism objectives respect Outstanding Universal Value and are appropriate and sustainable

d. ensure that individual World Heritage properties within their territory do not have their OUV negatively affected by tourism.

Individual property managers:

a. manage the impact of tourism upon the OUV of properties

i. common tools at properties include fees, charges, schedules of opening and restrictions on access

b. lead onsite presentation and provide meaningful visitor experiences

c. work with the tourist/visitor sector, and be aware of the needs and experiences of tourists/visitors, to best protect the property

i. the best point of engagement between the World Heritage Convention and the tourism sector as a whole is at the direct site level, or within countries

d. engage with communities and business on conservation and development.

Tourism sector:

a. work with World Heritage property managers to help protect Outstanding Universal Value

b. recognize and engage in shared responsibility to sustain World Heritage properties as tourism resources

c. work on authentic presentation and quality experiences.

Individual tourists/visitors with the assistance of World Heritage property managers and the tourism sector, can be helped to appreciate and protect the OUV of World Heritage properties.  

Attachment B

Programme elements recommended by the Draft Final Report of the Evaluation of the World Heritage Tourism Programme by the UN Foundation:

1. Adopt and disseminate standards and principles relating to sustainable tourism at World Heritage sites;

 2. Support the incorporation of appropriate tourism management into the workings of the Convention ;

 3. Collation of evidence to support sustainable tourism programme design, and to support targeting;

 4. Contribution of a World Heritage perspective to cross agency sustainable tourism policy initiatives;

 5. Strategic support for the dissemination of lessons learned;

 6. Strategic support for the development of training and guidance materials for national policy agencies and site managers;

 7. Provision of advice on the cost benefit impact of World Heritage inscription;

 8. Provision of advice on UNESCO World Heritage branding.

1. Having examined Documents WHC-09/33.COM/5A, WHC- 09/33.COM/INF.5A.1, WHC-09/33.COM/INF.5A.2, and WHC-09/33.COM/INF.5A.3 ,

2. Recalling Decision 32 COM 5 adopted at its 32nd session (Quebec City, 2008),

3. Takes note with appreciation of the activities undertaken by the World Heritage Centre over the past year in pursuit of the Committee's five Strategic Objectives;

4. Takes also note of the findings of the study undertaken by UNESCO's Internal Oversight Service on the mapping of the workload of the World Heritage Centre presented in Document WHC-09/33.COM/INF.5A.3;

5. Notes with satisfaction that the World Heritage Centre is working with the secretariats of intergovernmental committees of related conventions such as the Convention for the Safeguarding of Intangible Cultural Heritage , and the Convention for the Protection of the Underwater Cultural Heritage-2001 and recommends that such cooperation be encouraged as this would further strengthen the work of the Centre;

6. Requests the World Heritage Centre to prepare a document on the World Heritage Convention and its cooperation and exchange with other conventions and programmes in the field of cultural heritage for discussion at the 34th session of the World Heritage Committee (2010);

7. Also requests the World Heritage Centre, in future reports on activities undertaken, to further strengthen the information and analysis available to States Parties by:

a) Retaining the current format to report activities and including an update on progress with implementing the Committee's decisions,

b) Describing the criteria by which the World Heritage Centre makes decisions as to which activities under the Convention it undertakes,

c) And including, on a discretionary basis, analysis of strategic issues and new directions;

8. Further requests the World Heritage Centre to produce, on an experimental basis, an indexed audio verbatim recording of the proceedings of the 33rd Session in addition to the standard summary records (as produced since the 26th session of the World Heritage Committee);

9. Notes the outline provided by the World Heritage Centre of its roles and the roles of the Advisory Bodies and agrees that this topic be further discussed at the 34th session of the Committee in 2010 under a separate agenda item;

10. Requests furthermore the World Heritage Centre to outline the forward direction of the World Heritage thematic programmes and initiatives, to enable an understanding of how these themes connect with and integrate into general programmes, and how they might be resourced;

11. Notes that the Centre already proactively engages women in its Heritage Programmes in Asia, Africa and the Caribbean as part of its gender balance policy and the provision of equal opportunity to all, and recommends that gender balance and community involvement be prioritized in the Centre's programmes;

12. Adopts the World Heritage Thematic Programme on Prehistory presented in Annex 1 of document WHC-09/33.COM/5A ;

13. Requests the World Heritage Centre to reconsider the term "prehistory", to better recognize the continuing cultures of indigenous communities, to ensure global representation in the identification and conservation of related properties, and to present a report on progress in developing an Action Plan on Prehistory and World Heritage at its 34th session in 2010;

14. Notes with concern the ongoing destruction of some of these fragile sites, including the recent destruction of the Rock Art sites of Tardrat Acacus in Libya, and requests the State Party to take immediate action and other measures as necessary to address the problem in consultation with the World Heritage Centre and to invite a joint World Heritage Centre / ICOMOS mission;

15. Expresses its gratitude to the Governments of Bahrain, South Africa and Spain for the financial and technical support for the various international scientific encounters, and recognizes the proposal of the Government of Spain in establishing a centre for the research of Prehistory;

16. Recalling the Decision of the World Heritage Committee 31 COM.21C to carry out a programme of sustainable development concerning the conservation of earthen architecture, thanks the Governments of Italy and France for their support of the programme on earthen architecture in Africa and the Arab States in particular, and requests the potential financial donors and the States Parties to support the implementation of activities and further requests the World Heritage Centre to submit a progress report at its 35th session in 2011;

17. Takes note of the progress report on the World Heritage Tourism Programme;

18. Thanks the Governments of Australia, China, France, India, Switzerland and United Kingdom, who have worked in close collaboration with the World Heritage Centre and the Advisory Bodies, the World Tourism Organization and other partners, for contributing to the Initiative of Sustainable Tourism;

19. Expresses its gratitude to the Governments of Australia and China for the organization of a workshop on sustainable tourism at the World Heritage site, Mogao Caves, China, in September-October 2009 and requests that the following elements be submitted to the Committee for examination at its 34th session in 2010:

a) A report on the workshop,

b) The subsequent recommendations of the workshop regarding the adoption of best practices policy guidance, and concerning the changes proposed for the Operational Guidelines for the implementation of the World Heritage Convention ,

c) A document concerning the progress of the World Heritage Programme on Tourism;

20. Finally requests the Director of the World Heritage Centre to identify supplementary sources of funding to put into place a sufficient number of staff and resources at the World Heritage Centre and the Advisory Bodies in order to continue to efficiently contribute to the resolution of problems related to World Heritage conservation.

XVII.8 The Secretariat provided the following justifications for the selection: 

• Tourism - growing threats on World Heritage sites from tourism which, if sustainably managed could offer socio-economic development opportunities;
• Forests - since close to 60 of the natural sites on the World Heritage List are forests and that the lessons being learned from the large-scale UNESCO-UN Foundation projects in the tropical forest sites in the Democratic Republic of the Congo can serve as case studies to enrich the programme;
• Cities - since close to 200 of the cultural sites on the List are historic centres or entire cities, and because 20% of the Fund's international assistance have served to address the challenge of urban heritage conservation;
• Earthen structures - since some 30 of the cultural sites on the List are included in this category, and due to the particularity of conservation of earthen heritage, and threats.

XVII.10 The Committee expressed its appreciation for the clarity of the presentation and the justifications provided. Indicating strong support for the overall programming approach, the Committee however indicated the need for the programme to respond to the priorities established by the Committee and to create strong links with the results of the Global Strategy actions and Periodic Reporting. The Committee approved the four proposed themes of the programmes in this first series of initiatives and authorized the Centre to proceed in their development.

Through our community-based approach, we design tourism experiences to support tradition-bearers and to ensure their communities benefit from having their cultural heritage shared with the world.

The Cultural Heritage Tourism Initiative uses research and presentation methods from the Smithsonian Folklife Festival to curate engaging, inclusive, and sustainable community-based tourism experiences. We help hosts convey their heritage by working together to create extraordinary experiences—both immersive and unforgettable—instilling a sense of place and leaving travelers with enduring memories.

Our process prioritizes an equitable relationship in order to ensure communities directly benefit from sharing their cultural heritage worldwide. Our work in tourism leverages other synergistic initiatives, such as the Center’s work with artisans and the Festival. Activities include cultural heritage documentation, participatory community engagement, destination assessment and asset inventory, experience design and product development, workshops and trainings, enterprise development, market access and linkages, policy reform, and strategic planning.

UPLIFT North Carolina

The Center’s partnership with UPLIFT North Carolina provides participatory workshops and mentorship, working with partners to support and develop festivals and cultural heritage tourism experiences that benefit both visitors and communities. Our partnership is focused on strengthening rural economies through bolstering quality tourism experiences. The two-year project began in July 2023.

UPLIFT supports tourism through community-driven efforts in rural North Carolina. This team works regionally—across county borders—to support local tourism leaders and practitioners in realizing their vision for tourism in their community. Their work supports natural, recreational, cultural, agricultural, culinary, built, and additional areas of tourism.

At the nexus of North Africa, the Middle East, and Europe, Tunisia is a confluence of history and culture. Thousands of archaeological and cultural sites, including UNESCO-recognized Carthage, El Jem, and Kairouan, are a visual testament to its diverse heritage. Tunisia’s living culture is also vibrant, from medinas bustling with artisanal production to the traditional practices of Indigenous Amazigh communities. However, despite this abundance of cultural heritage, tourists visiting Tunisia seldom leave its low-cost Mediterranean beach resorts.

In 2021, we launched a partnership with the USAID Visit Tunisia Activity to research and document Tunisia’s living culture and develop equitable and sustainable models of community-based cultural heritage tourism. Our work includes training, mentorship, and exchange for local festival organizers and research-based product development to share Tunisia’s living culture with visitors and the world.

Bosnia and Herzegovina

Situated in southeastern Europe, where Eastern and Western cultures meet, Bosnia and Herzegovina has a rich history of religious, natural, and cultural diversity. We partnered with USAID Turizam to highlight the contemporary cultural life of Bosnia and Herzegovina—experienced through music, dance, food, and craft. In 2021, we led workshops for more than a hundred cultural festival organizers, sharing best practice and case studies from the Smithsonian Folklife Festival. In 2022, we led workshops for more than a hundred tourism enterprises to share our approach to community-centered, research-based cultural heritage tourism product development, incorporating cultural practices into tourism experiences that promote cultural sustainability and exchange.

Prior to 2015, most visitors to Armenia stayed in the capital and ventured out only to visit iconic natural landscapes and built heritage sites. This model limited interaction and exchange between visitors and local people and concentrated tourism spending in the capital, Yerevan. With USAID Armenia, we co-created the My Armenia Cultural Heritage Tourism Program, a seven-year program that piloted a new, community-centered, and research-based approach to experiential tourism. The program concluded in December 2021, but the impact remains—a radically different approach to tourism and more than 150 resilient tourism and artisan enterprises.

By Rachel Barton

Layers of Armenia’s fascinating cultural heritage are embedded in the country’s pristine landscapes, which are dotted with ancient cave dwellings, mountain monasteries, fortresses, and Armenian  khatchkars  (cross-stones).

By Jackie Flanagan Pangelinan

Vahagn Hambardzumyan and Zara Gasparyan are the husband-and-wife team behind Sisian Ceramics. Founded in 2010, the studio they named for their hometown is located in Armenia’s Syunik Province.

By Tony Cohn

The oldest known evidence of winemaking was discovered in the Areni-1 cave complex. It’s this very site in southern Armenia that has had a major impact on how archeologists understand humanity’s earliest civilizations.

By Rebecca Wall

What makes a wine Armenian? Irina Ghaplanyan and Vahe Keushguerian emphasize the unique grape varietals indigenous to Armenia and the country’s exceptional  terroir .

By Halle Butvin

In October 2018, the My Armenian program hosted the second annual My Handmade Armenia Festival in Yerevan and celebrated the official launch of FestivAr Association of Armenian Festivals.

By Yuri Horowitz

In August 2020, Yerevan Magazine printed a special issue featuring opportunities to travel within Armenia, based on My Armenia research and collaborations.

Donors & Local Partners

• Ferring Pharmaceuticals USAID

Local Partners

• Institute of Archaeology and Ethnography, National Academy of Sciences of the Republic of Armenia Teryan Cultural Center

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Lead, Impact, and Transform

Over the past two decades, Temple University’s School of Sport, Tourism and Hospitality Management (STHM) has earned a reputation as an educational leader in the industries we serve. This plan builds on the strong foundation we’ve built by focusing on the student experience, producing impactful research and fostering meaningful partnerships with industry.

Now more than ever there’s a need for those who are Temple Made and STHM Strong. This historic time—for the world, for our industries and for higher education—presents an unparalleled opportunity to leverage our strengths and insights in order to help our students as well as our industries thrive, as they overcome the challenges of today and tomorrow.

This plan is a living document—a tool we’re using to actively shape the next phase of the evolution of our school. It captures and redefines what distinguishes us—and articulates how we position ourselves, given the steep and winding path that lies ahead for all of us today.

Here are new ways to partner with the student body, our alumni, the faculty, staff and our many partners as we find new ways to live up to the promise of this plan. Together we can rise to the challenges of this exciting, if uncertain, time.

You’re critical to all of our success to date, and to us realizing the full potential of the vision this document lays out. Individually and collectively, we’re ready to launch the next phase of adventure for the school, which inspires so much pride in all of us.

We’ll expand our role as a leader and continue to be ambitious, determined and resilient—in new and crucial ways.

Our Foundational

Strategic pillars.

Develop structures and dedicate resources that advance impactful research to benefit the communities STHM serves.

Putting It in Action

Respect the uniqueness of our stakeholders so we benefit from their rich and diverse perspectives and experiences.

Create innovative academic experiences that meet industry needs and anticipate future trends.

Identify opportunities to create meaningful collaborations that position the school as the partner of choice.

The inspiration and empowerment of people through transformational experiences.

Our Mission

To be globally recognized for developing leaders in sport, tourism and hospitality from diverse backgrounds, producing impactful research and advancing communities.

STHM Values

STHM is guided by the following core values that reflect our existence within academia and industry. Our values serve as a clear message to our stakeholders that we are dedicated to the pursuit of excellence in education, research and service.

Student-Centric

We are dedicated to supporting students along their journey by creating experiences that ensure both personal and professional achievement and success.

Diversity, Equity & Inclusion

We respect our diverse stakeholders for the rich and unique perspectives they bring. We are committed to providing an open, safe and supportive environment that encourages all to bring their authentic selves, learn and grow with us.

Community Engagement

We believe in impactful community engagement through collaborative partnerships resulting in mutually beneficial outcomes.

We believe in innovation as the foundation for exceptional traditional and online learning environments, cutting-edge and impactful research, and creative thinking that offers dynamic solutions for and with our stakeholders.

We believe in cultivating an environment built on respect, collegiality, trust and transparency.

Empowerment

We support members of our community, by providing them with the experiences and resources they need to learn, develop and succeed. Our focus is building capacity for lifelong learning and engagement.

Culture Statement

STHM students, staff and faculty from diverse backgrounds come together to create a welcoming and inclusive community focused on transforming individuals into influencers and leaders. Investing in those initiatives and activities that are innovative, entrepreneurial and represent the highest level of impact to all our stakeholders, we strive to create an environment known for its commitment to excellence, collegiality and collaboration. We are dedicated to the success of all members of the STHM community; a community that is strong, diverse, connected and proud.

Key Initiatives

All initiatives

Impactful Research

Inclusive Culture

Transformational Education

Industry Engagement

Alumni Professional Development

Office of diversity, equity & inclusion, educational innovation, workplace culture, excellence in translational research, industry credentialing & training programs, partnership development programs, student services expansion, research, impact, productivity & culture, employee professional development & lifelong learning, international programs, underrepresented student recruitment, diversity in professional recruitment.

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[news list]

Meet the Committee

We would like to recognize all of our Strategic Planning Committee members for their hard work and efforts in setting the path for STHM’s future and beyond.

Heather Blackburn

Assistant Dean

Debra Blair

Associate Professor & Director of Organizational Diversity, Equity & Inclusion

Daniel Funk

Associate Dean and Professor

Caroline Heffernan

Assistant Professor

Gareth Jones

Jeremy Jordan

Professor and Vice Provost

Kristen Kuipers

Director, STHM Marketing and Creative Services

Thilo Kunkel

Associate Professor and Director, Sport Industry Research Center

Xiang (Robert) Li

Professor, Chairperson, Department of Tourism & Hospitality Management, Director, U.S. - Asia Center for Tourism and Hospitality Research

Andrew Lovell

Senior Associate Director of Industry Relations

Associate Professor and Director of PhD Programs

Richard Ridall

Associate Professor, Director of Industry Relations and Alumni Relations

Anthony Seeton

Assistant Professor, Fox School of Business

Associate Professor and Executive Director of the U.S.-Asia Center for Tourism & Hospitality Research

Contact Form

Send us a message or inquire about how to get involved with the School of Sport, Tourism and Hospitality Management.

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• Hidden Do you have comments on STHMs Vision, Mission, Values, or Initiatives?
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• Help & FAQ

Centre for Tourism, Innovation and Culture

• Faculty of Humanities
• Department of Design, Media and Educational Science
• Website http://www.sdu.dk/om_sdu/institutter_centre/c_tik.aspx?sc_lang=en

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• Tourism Social Sciences 100%
• tourism Earth & Environmental Sciences 92%
• innovation Earth & Environmental Sciences 42%
• Innovation Business & Economics 38%
• Tourists Business & Economics 35%
• tourist Social Sciences 34%
• marketing Earth & Environmental Sciences 31%
• Denmark Social Sciences 30%

Collaborations and top research areas from the last five years

Dive into details.

Select a country/territory to view shared publications and projects

Researchers

Paolo Caserotti

• Department of Sports Science and Clinical Biomechanics
• Research Unit of Muscle Physiology and Biomechanics - Professor, Head of Centre
• Tourism - Professor WSR, Head of Centre
• Center for Active and Healthy Ageing - Professor, Head of Centre
• Danish centre for motivation and behaviour science - Professor, Head of Centre
• Centre for Tourism, Innovation and Culture - Professor WSR, Head of Centre

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Research output

• 182 Journal article
• 116 Book chapter
• 65 Article in proceedings
• 25 Conference abstract for conference
• 17 Literature review
• 14 Monograph
• 13 Contribution to newspaper - Newspaper article
• 11 Report chapter
• 11 Working paper
• 8 Anthology
• 8 Conference article
• 8 Net publication - Internet publication
• 7 Ph.D. thesis
• 5 Contribution to newspaper - Comment/debate
• 4 Other contribution
• 3 Compendium/lecture notes
• 3 Conference abstract in proceedings
• 3 Encyclopedia chapter
• 3 Editorial
• 2 Comment/debate
• 2 Memorandum
• 2 Sound/Visual production (digital)
• 2 Doctoral Thesis
• 1 Contribution to newspaper - Feature article

Research output per year

Non-sticky tourism business and double hypermobilities

Research output : Contribution to journal › Journal article › Research › peer-review

• tourism 100%
• Tourism 94%
• Mobile Business 77%
• Tourists 51%
• tourist 41%

Activating socio-cultural values for sustainable tourism development in natural protected areas

• Protected Areas 100%
• Sustainable Tourism Development 94%
• tourism development 90%
• ecotourism 86%
• Cultural Values 75%

Digital og bæredygtig på samme tid: turistvirksomheders nye udviklingsveje

Research output : Chapter in Book/Report/Conference proceeding › Book chapter › Research › peer-review

Engendering collaborative accessibility through tourism: from barriers to bridges

• Accessibility 100%
• accessibility 90%
• tourism 85%
• Tourism 80%
• Interdependencies 61%

Forekomst af sarkopeni og sarkopenisk fedme samt sammenhæng med proteinindtag hos hjemmeboende ældre ≥75 år

Research output : Contribution to conference without publisher/journal › Conference abstract for conference › Research

• 234 Talks and presentations in private or public companies
• 107 Conference presentations
• 63 Peer review of manuscripts
• 57 Conference organisation or participation
• 54 Organisation or participation in workshops, courses or seminars
• 45 Membership of review committee
• 42 Membership of commitees, commissions, boards, councils, associations, organisations, or similar
• 15 Board duties in companies, associations, or public organisations
• 13 Consultancy
• 10 Editor of research journal
• 9 Visiting another research institution
• 8 Examination
• 6 Membership of research networks or expert groups
• 6 Academic management
• 5 External supervisor activities
• 4 Guest lectures, external teaching and course activities at other universities
• 1 Public sector consultancy
• 1 Editor of unfinished research anthology/collection
• 1 Internal examination
• 1 Hosting a guest lecturer

Activities per year

Department of Sports Science and Clinical Biomechanics (Organisational unit)

Kasper Degn Gejl (Member) & Paolo Caserotti (Member)

Activity : Membership › Membership of review committee

Tourism as a keeper of time

Birthe Menke (Keynote speaker)

Activity : Talks and presentations › Talks and presentations in private or public companies

Planlægning i sommerhusområder

Anne-Mette Hjalager (Guest lecturer)

Konturer af regenerativ turisme i Nationalpark Vadehavet

Kristof Tomej (Co-author) & Janne Liburd (Co-author)

Activity : Talks and presentations › Conference presentations

Regenerative tourism: Through collaboration to desirable futures

Kristof Tomej (Keynote speaker)

• 53 Finished

Projects per year

REACT: Rural eHealth Facilitators

Fersch, B. , Noe, E. B. & Thuesen, A. A.

01/11/2022 → 31/10/2025

Project : EU

• E-health 100%
• rural area 62%
• health service 60%
• welfare 56%
• exclusion 55%

Kommunale investeringer i idrætsbegivenheder og -faciliteter til professionelt brug. Et velfærdsteoretisk perspektiv.

Feddersen, A.

01/03/2021 → 01/03/2024

Project : Research

Livskvalitet i yderområder og landdistrikter

Johansen, P. H.

01/08/2018 → 31/12/2023

Kulturens betydning for bæredygtig udvikling i landdistrikter

15/03/2020 → 14/03/2023

Morgendagens Cirkulære Digitale Kompetencer

Simonsen, B. & Hjalager, A.

01/01/2021 → 31/12/2022

Forsker om bæredygtig turismeudvikling: Branchen kan blive bedre til at arbejde sammen

Birthe Menke

Professor med råd til ældre: Træn mere og sid mindre stille. Og lev bedre...

Professor: ældre skal træne hårdt, danske reformer bygger på gisninger og gætværk.

Anne-Mette Hjalager

Carlsberg Foundation Grant

Liburd, Janne (Recipient), 29. Mar 2022

Prize : Prizes, scholarships, distinctions

SDU Verdensmålekspert

Liburd, Janne (Recipient), 19. May 2020

Nomineret af Det Humanistiske Fakultet til Verdensmålsprisen SDU 2019

Liburd, Janne (Recipient), 2019

BHJ-Fondens Undervisningspris

Sørensen, Nils Karl (Recipient), 5. Feb 2016

Teacher of the Year 2013, The Faculty of Humanities, Aalborg University

Blichfeldt, Bodil Stilling (Recipient), 12. Apr 2013

Teaching & Supervision

Markedsanalyse.

Course : Teaching and supervision › Teaching

Offentlig forvaltning

Course : Teaching

Databehandling

Performing the rural landscape through art in situ.

Course : Supervision

Problemorienteret projektarbejde

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Centre for Tourism, Innovation and Culture (TIC)

Tourism is an excellent lens through which we can engage and critically understand ourselves and society at large.

Researchers at the centre

Visions and projects

Meet us on Facebook

International user driven web 2.0 platform, which is also used in teaching of tourism subjects at SDU

Tourism, Hospitality, and Recreation Management

Become a matador.

Start your application

• College of Health and Human Development
• Department of Recreation and Tourism Management
• Graduate Studies

Become a leader in a growing, global industry. We offer options in tourism management and recreational sport management/recreation management.

Why Earn a Master's in Tourism, Hospitality and Recreation Management?

Tourism is big business. The global hospitality industry adds up to trillions of dollars, and some estimates say one person in 10 is employed in the tourism or hospitality sector.

With such vast sums of money and large numbers of employees, the industry has a huge need for skilled leaders. Those with advanced training will be ready to shape the future of this rapidly evolving field.

Why Study Tourism, Hospitality and Recreation Management at CSUN?

Managing change.

Our program gives you a strong grounding in the foundations of tourism, hospitality and recreation. You'll learn to manage and work with diverse groups while considering such issues as sustainability and how it relates to hospitality and tourism.

Leadership Training

You'll learn leadership skills and team building for organizational effectiveness. You'll learn how to respond to crisis events and human resource issues.

Culminating Experience

You'll choose to either a comprehensive exam or completion of a project on an advanced topic. If you choose the exam option, you will have time to review and synthesize what you have learned during the program and create preparatory case studies.

What You'll Learn

Our graduate program offers options in tourism management and recreational sport management/recreation management.

All master's degree students share a core curriculum, which includes concepts common to both specializations. These include human resources, marketing and promotion, crisis management and research methods and design.

Additional coursework will depend on the option you choose:

Tourism Management

Courses for this option include:

• Foundations in Tourism Hospitality and Recreation
• Cultural Aspects and Global Perspectives in Tourism
• Seminar in Tourism Planning: A Cultural and International Perspective
• Sustainability in Hospitality and Tourism
• Alternative Tourism
• Supervised Internship

Recreational Sport Management/Recreation Management

• Facility Design in Recreational Sport
• Law, Risk Management and Ethics in Recreational Sport
• Effective Teams and Leaders in Tourism, Hospitality and Recreation Organizations

Careers & Outcomes

Leadership opportunities continue to grow and thrive in this exciting industry. Our graduates find success in a wide variety of private, public and nonprofit recreation enterprises.

Below are common job titles, as well as examples of where our alumni work.

• Hotel Manager
• Club Manager
• Outdoor Recreation Director
• Travel Coordinator
• Convention Planner
• Cruise Ship Director
• Sport Facility Director
• Camp Director

Experience the Center for Recreation and Tourism

The Center for Recreation and Tourism promotes health, a balanced lifestyle, and overall well-being through a variety of recreation and leisure experiences. The center provides training, education and research activities.

Accreditation

The Department of Recreation and Tourism Management is accredited through the Council on Accreditation of Parks, Recreation, Tourism and Related Professions ( COAPRT ) and the Association for Experiential Education ( AEE ).

Admission Information

To be considered for admission to CSUN as a master’s student, you will need to:

• Meet university requirements .
• Tourism management option requirements
• Recreational sport management/recreation management option requirements
• Apply to both the university and the specific graduate program of interest.

Learn more about applying for a master's program at CSUN .

Explore Related Programs

• Tourism, Hospitality, and Recreation Management (Major)
• Hospitality and Tourism (Minor)
• Leadership Through Adventure (Minor)

Culture and heritage tourism – a driver of global tourism

Culture and heritage tourism is an essential pillar of global leisure tourism and unwto estimated that almost 40% of international tourists take part in cultural activities globally..

30 Jun 2020

By Bruno Trenchard

• International exposure and promotion of the Arab World’s heritage
• Diversion of outbound tourism into domestic tourism
• Increased recognition and appreciation of heritage and culture with local populations
• Diversification of current tourism offering aiming to increase visitor numbers, length of stay and tourism spend
• Edge against seasonality of other types of tourism
• Investment boost and economic impact across several sectors

Implications for the Hospitality industry

• Induced demand for hospitality accommodation translating into higher occupancy rates for existing hotels
• Rate premiums for hotels in vicinity of culture and heritage sites or generally during cultural events
• Creation of investment opportunities in existing and upcoming destinations
• Improved profitability through better amortization of fixed costs
• Increase spend on F&B, retail and entertainment both inside and outside of the hotels
• Increased employment opportunities for local populations.

Culture and Change Management

For future-ready companies, there’s no such thing as a one-and-done transformation. BCG builds the capabilities and culture that drive always-on change, so businesses can evolve in the right ways, at the right time—every time.

Transformation doesn’t have an off button. New opportunities, new disruptions, and new demands and expectations all come wave after wave. Successful companies continually adapt—almost on the fly. Sparking ongoing, on-demand transformation requires a fundamental shift in capabilities and a significant organizational culture change. But if the effort is substantial, so too is the reward: sustainable value creation.

Our Approach to Culture and Change Management

Three out of four large-scale transformations fail to meet their objectives. But there are ways to flip the odds: leadership commitment, a focus on culture, executional excellence, and inspiring and supporting people amid change. Our approach to organizational culture and change management combines all of these elements.

We use behavioral science to guide change management and to gain insight into what blocks or accelerates organizational culture change. We help leaders encourage, support, and ingrain new ways of working. And we build the capabilities to track and manage the current transformation—and all the transformations to come.

Our human-centric approach is built upon four key pillars:

1. Desired Culture

How you adapt, innovate, collaborate, and build a diverse and inclusive workplace : culture drives it all. We help create a high-performance culture that embraces and fuels always-on transformation. It starts with building momentum for culture change by quickly launching low-lift “no regret” practices (like recognizing employees for transformation-positive behaviors). That’s followed by articulating the unique set of cultural traits that support business strategy, activating them through leader and organization-wide practices, and embedding the culture and change in organization structures, processes, and policies.

2. Leader Enablement

Successful transformations share one characteristic: leaders who lead with their head, heart, and hands. This means envisioning the future and aligning on priorities (the head), inspiring and empowering people (the heart), and executing and innovating with agility (the hands). While most transformations address the head and the hands, relatively few focus on the heart. Yet in our experience, engaging all three translates to a 96% chance of sustained transformation success . So a big part of our work is creating agents of change: leaders who make a compelling case for change, model new behaviors, communicate with empathy, and demonstrate care amid transformation.

3. People Engagement

Transformations are disruptive: strategy changes, operations change, processes change. And these successive waves of change have a profound impact on an organization’s people. We take a human-centric approach to change management consulting because when people thrive, organizations thrive. This means making sure that employees feel seen and supported, that they understand what is happening and why, that they are motivated by the vision, and enabled to contribute and deliver. Through scientifically-backed engagement and communications tactics, we help companies identify what sparks and what hinders transformation—and activate the most important enabler of them all: people.

4. Executional Certainty

Change programs have many interconnecting components: new technologies, new priorities, new capabilities, new ways of working. Getting everything in sync—and ensuring sustainable value delivery--requires dedicated, hands-on management of the overall effort. We help organizations create, and empower, a transformation office —a hub for tracking progress, sparking new behaviors, and adjusting course when necessary. We bring adaptive, end-to-end program management models and strong governance to every engagement, helping clients keep change on track—and on point.

Our Impact on Culture and Change Management

We partner with organizations across the private and public sectors to spark the behaviors and mindset that turn change into value. Here’s some of our work in culture and change.

As part of a 12-week transformation, BCG worked with a global pharmaceutical company to help leaders articulate the case for change and foster clear communication between management and the workforce. This laid the foundation for a transformation that yielded $500 million in cost reduction, an earnings growth rate jump from 15% to 20%, and a rise in market value of $20 billion.

To accelerate a transformation for a leading brewery group, we helped leaders craft a shared purpose , articulate that purpose to employees, and involve people at all levels of the organization in changing organizational culture. This fueled a transformation that, over seven years, helped the company’s share price double, earnings per share rise 147%, and cash returns more than quadruple.

BCG worked with a South American telco to improve its procurement program by successfully investing in organizational culture change. Our change management consultants helped leaders engage staff throughout the process, communicate the purpose, and provide support through upskilling. The effort saw the company achieve $283 million in savings by creating a more adaptive procurement program.

Our Culture and Change Management Tools and Solutions

BCG’s culture and change experts are supported by an array of proprietary solutions: cutting-edge applications of AI, deep learning, and advanced analytics that ensure lasting performance improvements. Here’s some of our toolkit.

OrgVantage. The best starting point for transformation is knowing where you stand—and where change matters most. A holistic diagnostic, this tool assesses organizational effectiveness and helps companies zero in on advantages that can boost performance and engagement. It efficiently diagnoses, analyzes, and roadmaps meaningful organization improvement opportunities for large-scale transformations.

Momentum Meter.   Research has found that people’s attitude toward change is influenced by two factors. The first is confidence, or individuals’ belief in their ability to succeed. The second is mental capacity, or their bandwidth to complete complex tasks. These factors shift over time—often rapidly—and are affected by what is happening in their work life and personal life. Our meter is a weekly pulse check, supported by powerful analytics, that examines employee sentiment during periods of change and that provides insights that spark timely and precise interventions.

Transformation Academy. Developed by BCG change management consultants and transformation experts, this online and live learning program is tailored for each client and uses real case studies to ensure transformation best practices.

Key by BCG . Through configurable dashboards—connecting organizational data to advanced analytics tools—this tool facilitates fast, data-driven decision making. Used across all levels of an enterprise, it helps ensure value delivery and true P&L impact.

Culture Diagnostic. Culture can make or break a transformation. Our diagnostic tool helps organizations get the lay of the land—and zero in on the behaviors and beliefs that foster growth and value—before changing organizational culture.

Ready, Willing, Able. Employees are the lifeblood of transformation, which makes it crucial to know their sentiment towards change. This survey helps companies understand how ready, willing, and able their workforce is to adapt successfully.

Our Latest Insights on Culture and Change Management

How to Create a Transformation That Lasts

Transformations are critical to building competitive advantage and delivering shareholder value. They are most successful when managed through a transformation office.

People Make the Difference in Green Transformations

Companies committed to becoming sustainable find that it can be a struggle to marshal their organization and people behind that goal.

AI Is Revolutionizing How Companies Manage Transformations

Analyzing massive data sets in real time, generating unbiased insights, enabling prompt course correction: an AI-based approach is powering up—and radically transforming—initiative management.

Why Leaders Can’t Let Up in Transformations

The business environment just keeps getting tougher, but transformation is still an imperative. A new survey confirms that five measures can make a big difference in results.

Meet Our Culture and Change Management Consulting Team

BCG’s culture and change management consultants come from different regions and different backgrounds, but they’re guided by a shared belief: the best transformations don’t just improve processes, they create an environment for sustained success. Here’s some of our team.

Managing Director & Partner

Partner and Associate Director, Leadership & Culture

Managing Director, BCG BrightHouse

Explore related services

Behavior change.

Business Transformation

Organization Design

Leadership by Design: Navigate the complexities of today’s leadership and management environment.

UN Tourism | Bringing the world closer

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UN Tourism: Putting Communities at the Centre of Tourism Development in the Americas

UN Tourism has reaffirmed its commitment to innovation to enhance the evolution of the sector with a seminar on community-based tourism in Cuba.

The Seminar “Enhancing Tourism Development through Innovation in Community-Based Tourism” was held within the framework of the 69th meeting of the UN Tourism Regional Commission for the Americas. The meeting served as a prelude to the institutional event and brought together leading players in the sector to address challenges, strategies and good practices in this tourism segment. The aim of the Seminar was to promote the development of community-based tourism through the empowerment of and investment in local populations, as well as the promotion of innovation in their products. 

It is necessary to continue exploring models that promote the autonomy and participation of communities in the tourism management of their territories. Creativity, collaboration and commitment to local traditions are fundamental pillars in this journey towards more inclusive and responsible tourism.

Zurab Pololikashvili, Secretary-General of UN Tourism, said: "Community-based tourism in the region of the Americas shows great diversity and opportunities for the sustainable development and economic inclusion of local communities. It is necessary to continue exploring models that promote the autonomy and participation of communities in the tourism management of their territories. Creativity, collaboration and commitment to local traditions are fundamental pillars in this journey towards more inclusive and responsible tourism.”  

After the opening, Natalia Bayona, Executive Director of UN Tourism, highlighted: "Community-based tourism is a great opportunity for social innovation and allows us to be creative with the tourism product itself. In 2022, the global market for this type of tourism amounted to USD 575.9 million. Latin America and the Caribbean, with their natural resources and great nature areas where local communities flourish, announced 80 greenfield projects between 2018-2023 representing USD 3.89 billion."  

The challenges of tourism and the role of communities 

The topic of “Challenges, Strategies and Good Practices for Sustainable Tourism Development through Empowerment and Investment in Community Tourism”, was discussed by a panel including the Cuban Minister Juan Carlos García Granda and the Vice-Ministers of Tourism of Panama, Magda Durán; of Peru, Madeleine Burns, and of Colombia, Arturo Bravo. Gustavo Santos, Regional Director for the Americas of UN Tourism acted as the moderator of the discussion, as the participants outlined the current situation, shared experiences and expressed their proposals for the future of the sector. 

A second panel consisted of a discussion involving both the private sector and representatives of the academic field. On this occasion, with the title “Promoting Social Innovation in Tourism through Impact Investments in Community Tourism, Human Capital and Business and Territorial Strategies”, the debate focused on investments. 

A place for entrepreneurs and communities 

Two startups belonging to the UN Tourism ecosystem participated in the last of the seminar's debates. On the one hand, the company Quantum Temple, dedicated to the application of new technologies to conserve the cultural and natural resources of communities in Indonesia, and on the other, SmArt for Sustainability, from Panama, which incorporates cutting-edge technology and integration practices to move towards sustainability.  

In addition to these meetings, local communities also had their space to publicize their work and showcase success stories, including the Women's Association 'Weaving Dreams and Flavours' of Mampuján, Colombia, which has been an example of transformation for more than two decades. This group of women, including victims of sexual violence and displaced persons, has been able to weave suffering and transform it into a hymn to peace and a historical testimony. 

The conference reflected UN Tourism's efforts to promote the evolution of community-based tourism, among others, through its innovation network that includes a wide variety of startups and projects that promote this segment, as well as innovation challenges, which strengthen tourism initiatives in local communities, while helping to develop new strategies and give visibility to these projects at a global level. 

Rural development

The Seminar concluded with a final panel in which Antonio López de Ávila, coordinator of the Programme of Tourism for Rural Development, shared the activities carried out by UN Tourism in this field. He was joined by representatives of Raqchi (Perú) y Oyachí (Ecuador), both members of the Best Tourism Villages Network. They have shown how sustainable and inclusive tourism can significantly support development, create jobs, retain rural populations, generate extra income, and add to the general wellbeing of communities.

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2024 Zambia-China Culture and Tourism Year kicks off in Beijing

Amid lively, exhilarating Zambian singing and dancing presented by the country's artists clad in vibrant traditional attire, the 2024 Zambia-China Culture and Tourism Year kicked off on Saturday at the Swissôtel Beijing Hong Kong Macau Center.

Sun Yeli, China's minister of culture and tourism; Rodney Sikumba, Zambia's minister of tourism; and Iven Zyuulu, Zambia's ambassador to China, addressed the opening ceremony.

Officials hoped the program would boost bilateral relations through people-to-people connectivity and spur cultural and artistic cooperation between China and Zambia.

The event included a promotional session for Zambian tourism, attended by nearly 100 industry professionals from China and Zambia.

Presentations provided insights into the southern African country's magnificent natural and cultural attractions including the world’s largest waterfall Victoria Falls, 20 national parks inhabited by more than 1,800 animal species, and 73 tribes co-existing in peace and harmony, boasting colorful cultures and traditions.

• African countries can really star on the Big Screen
• 2023 China International Travel Mart opens in Kunming
• In Kenya you'll find much more than lions and elephants
• Salt lake turns into paradise for birds

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Cultural Tourism: The Partnership between Tourism and Cultural Heritage Management

2003, International Journal of Contemporary Hospitality Management

Related Papers

Debbrata Das

Heritage and culture sites play very important roles to uphold the culture, tradition, long, ethical norms and attributes of the country. Throughout the study, different heritage and cultural sites are discussed with different pros and cons and the success of travel and tourism business associated with visiting these heritage and cultural sites. In the first part of the paper, the development and growth of the heritage and cultural industry among travel and tourism sectors are discussed. In the second part the purpose of cultural and heritage attractions within the tourism sector are outlined. In the third part, the different kinds of ownership, roles and responsibilities of organisations in the heritage and cultural industry are analysed. And at the final part, different the methods of interpretation in the cultural and heritage industry are discussed. However, the learning gather though the studying the paper, the reader will get an overview about the importance of the heritage and culture sites at least in the perspective of travel and tourism industry, which will help in his/her personal and professional life.

Alfredo Conti

Conservators are generally trained to work on the tangible components of cultural heritage (mainly historic buildings and sites) as a means of preserving their values and meanings and to transmit them to future generations. In our capacity of conservators, we have usually worked to preserve the tangible substance of heritage as a means to preserve values. But when the values may differ according to different stakeholders or interested public, among them tourists, we face new challenges related in some case to the proper use of heritage or to the proper interpretation of those values by local communities and visitors. In this framework, the purpose of this paper is presenting some reflections on the relationship of cultural heritage and tourism; in other words, to reflect on the role and the impact of cultural tourism on heritage conservation.

Brian Garrod

This article discusses the ®ndings of a Delphi survey of owners and managers of historic properties, of®cers of heritage-based organizations, consultants, and academics from across the United Kingdom. The purpose of the study was to investigate the major constraints and imperatives relating to the long-term management of built heritage attractions. Three related issues were assessed: the fundamental mission of heritage attractions; the factors which impact upon decisions relating to charging for tourist entry; and the perceptions of heritage managers as to the respective roles of such attractions and public agencies in funding tourism management and heritage conservation programs. The paper then considers the signi®cance of these issues in assessing potential strategies for moving heritage tourism toward sustainability. Re Âsume Â: La gestion du tourisme patrimonial. Cet article discute des re Âsultats d'une enque Ãte Delphi parmi des proprie Âtaires et ge Ârants des proprie Âte Âs historiques, des comite Âs directeurs d'organisations patrimoniales, des consultants et des universitaires de partout dans le Royaume-Uni. L'objet de l'e Âtude e Âtait d'examiner les contraintes et impe Âratifs lie Âs a Á la gestion a Á long terme des attractions patrimoniales construites. On e Âvalue trois questions apparente Âes: la mission fondamentale des attractions patrimoniales, les facteurs qui in¯uent sur la tari®cation et les perceptions des ge Ârants au sujet du ro Ãle des attractions et des organismes gouvernementaux pour le ®nancement de la gestion du tourisme et des programmes de sauvegarde. On conside Áre ensuite l'importance de ces questions pour e Âvaluer des strate Âgies e Âventuelles pour faire progresser le tourisme patrimonial vers la durabilite Â.

Rahul singh

Fabio Carbone

Worldwide Hospitality and Tourism Themes

Sharif Shams Imon

Abstract Purpose – This paper aims to bridge the epistemological gap between heritage and tourism in understanding (and describing) the link between what is protected in heritage and what is a sustainable use of heritage as a tourism resource. This is accomplished by focusing on the socio-cultural dimension of heritage. Design/methodology/approach – Three case studies involving UNESCO World Heritage sites and representing different stages of tourism development from three different developing economies are discussed. The case studies are based on the author’s extensive monitoring and evaluation of World Heritage Site management over the course of a decade, including tourism management, and they feature in-depth discussions with government heritage authorities and with heritage and tourism experts and stakeholders; observation and monitoring activities; and review of policy and project documents, heritage and tourism plans, UNESCO and other professional bodies’ reports and academic research works. Findings – A symbiotic relationship between the environment, people and economy and the multi-sectoral nature of the tourism industry makes achieving sustainable development goals almost impossible unless there is a coordinated and integrated approach by all parties involved, especially in culturally and naturally sensitive areas. The spirit of place is used as a conceptual framework in the application of systems. Theories seem to be the way forward for a sustainable management of tourism in such areas. Originality/value – The paper addresses an important and under-researched aspect of tourism-heritage encounters: How the socio-cultural impacts of tourism affect the value of cultural heritage, especially in the context of developing economies. Keywords: Developing countries, Historic cities, Socio-cultural impact of tourism, Spirit of place, World Heritage Paper type: Conceptual paper

Tourism Recreation Research

greg richards

CIET Conference Proceedings

Mercedes Aznar

It is generally agreed that cultural heritage plays a key role in the European economy (over 300,000 employed people and 7.8 million indirect jobs) and a foremost impact on society by bringing social cohesion and very important, intercultural dialogue. Recently, the European Commission (together with UNESCO, the Council of Europe and other European organisations) announced the official opening of 2018 as the European Year of Cultural Heritage, whereby many initiatives will be developed involving all countries across Europe. The main objective of this initiative is double-fold: on the one hand, to foster the discovery of Europe's cultural heritage; and on the other, to encourage the idea of us all being members of a common European family. There are a number of objectives to be achieved but this paper will focus on one of them, i.e. sustainability, which makes tourism responsible for preservation and good practices around cultural heritage. We will point out how tourism can contribute to strengthening small rural communities around their cultural heritage; and besides, how it can contribute greatly to sustain the local economy of those small communities, thus reinforcing a sense of belonging; and hence, how the afore-mentioned factors may impact on cultural heritage positively. But sustainability cannot develop if all the stakeholders involved in cultural heritage tourism are not aware of the dangers that can derive from overtourism, a cancerous growth in certain destinations that is making people react against the tourist visiting their homeland. This is a serious situation that cannot benefit any of the parties involved and which also, undermines intercultural dialogue, the main pillar of the European Commission.

Global Heritage: A Reader

Yujie Zhu , Noel B. Salazar

Some argue that the globalization of heritage through tourism has led to a greater respect for (both material and living) culture than previously existed. However, the transformation of heritage properties into destinations and cultural expressions into performances is seldom straightforward. The interface between heritage and tourism is extremely complex. In a tourism setting, heritage can be (mis)used in a variety of ways for a variety of purposes by a variety of stakeholders. This chapter critically analyzes some of the key issues at stake in the multifaceted relation between heritage and tourism, in particular the positive and negative effects in relation to local communities, but also issues such as authenticity, the role of social imaginaries, and the special tourism status of World Heritage properties. Given the limited space, the focus here is on cultural heritage only, although many of the topics discussed equally apply to natural or “mixed” heritage (a UNESCO term denoting properties containing elements of both cultural and natural significance).

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