Sustainable Management of the Offer of Cultural Institutions in the Cross-Border Market for Cultural Services—Barriers and Conditions

Abstract

The concept of sustainable management in culture has been recognised in global strategic documents on sustainable development for more than a decade. It is also increasingly reflected in the cultural polices of particular states, and—very importantly—cultural managers who are responsible for shaping the cultural offer in cities are becoming more interested in this concept. Despite the increasing attention being paid to this topic among both practitioners and theoreticians of management, in none of these documents or other works can we find any content that is directly related to the possibility of applying this concept in a town which, due to political turmoil, has been divided by a national border. Hence, this gap was the direct impulse for taking up research in this field. In the article, by using different notions of the market, our own definition of a cross-border market for cultural services was developed, and the conditions for the functioning of this market were presented based on the example town of Cieszyn (Poland) and Český Těšín (Czech Republic). In the opinion of the authors of the article, the development and functioning of a cross-border market for cultural services is essential for the application of the concept of sustainable management of the cultural offer in a town divided by a border. For the purpose of the article, a survey and individual interviews with experts shaping the cultural offer in Cieszyn and Český Těšín were conducted. The results of the research prove that despite numerous cross-border Czech–Polish projects carried out by cultural institutions, there are still many barriers in the town, which make it difficult for the residents to benefit from the cultural offer that is available on the other side of the border. These barriers limit the full implementation and application of the concept of sustainable management of the cultural offer.

Euroregion as an Entity Stimulating the Sustainable Development of the Cross-Border Market for Cultural Services in a City Divided by a Border

“…The fact that, in terms of quantity, non-governmental organisations have their headquarters mainly on the Polish side is of great significance for the social and cultural capital of the city as a whole. In Český Těšín, this type of social involvement has not been created [26].…”

“…The classic (economic, systemic) understanding of the market reduces the definition of the cross-border market for culture services to the general exchange relations between sellers, offering services that meet cultural needs and buyersrepresenting a demand for these services. It includes both the subjective (who participates in the trading process) and the objective aspect (which is the object of trade) [26].…”

Euroregion as an Entity Stimulating the Sustainable Development of the Cross-Border Market for Cultural Services in a City Divided by a Border

“…The classic (economic, systemic) understanding of the market reduces the definition of the cross-border market for culture services to the general exchange relations between sellers, offering services that meet cultural needs and buyers-representing a demand for these services. It includes both the subjective (the one who participates in the trading process) and the objective aspect (the object of trade) [26].…”

“…The cross-border market for cultural services in a divided city should therefore be treated as a system whose elements form a specific structure ( Figure 2). In this system, we can distinguish [26][27][28]:…”

36th Cordoba Guitar Festival: Spectator Analysis Using Structural Equation Modelling (SEM)

“…Music festivals have the potential to create benefits beyond the festival itself or the host destination, in particular by encouraging the appreciation of a musical genre, increasing the purchase of musical products, and promoting musical tourism, according to Kruger and Saayman [9,12]. Likewise, Wróblewski et al [14,15], and Getz and Page [16] studied the sustainable management of cultural events, a relatively new field in the economy of culture.…”