The Role of Trust in Sustainable Heritage Management Networks. Case Study of Selected Cultural Routes in Poland

Abstract

Currently, the most common way of managing cultural heritage in a sustainable manner takes the form of cultural routes. The phenomenon of cultural routes mainly results from their innovative organisation, different from the previously adopted institutionalised and formalised heritage management structure that did not align with the contemporary discourse around cultural heritage, which currently constitutes one of the bases of sustainable development. The novel idea focuses on the active involvement of many diverse entities in heritage management: not only public sector organisations with their statutory appointment for this purpose, but, first and foremost, entrepreneurs who create heritage products, tourists visiting sites on the route, or people who create this heritage. Thus, the cultural route acquires the characteristics of a network-points (nodes) that are shaped depending on the needs of the region and its inhabitants, their knowledge, experience, current ideas about a given place, and the way in which specific communities would like to be perceived. The undertaken research problem explores what features cultural route networks have and how they are managed, as well as what values, including trust, are manifested in the mutual relations of route-related entities. An original concept of shaping trust within the network of cultural routes has also been proposed based on the research results.

The Possibility of Promoting the Cultural Heritage of Serbia Through a Cultural Route of Fortified Towns

“…These corridors can inspire the local community to disseminate their culture by raising their perception of the cultural assets' importance (Božić & Tomić, 2016). A CR is a tool that supports the conservation of the CH, and the sustainability of travel and tourism (Bogacz-Wojtanowska, Góral, & Bugdol, 2019). Routes seem to be especially beneficial for the economic development of regions, as they largely contribute to the establishment of small and medium enterprises (SME), the development of cultural tourism products and services, as well as the evolution of new partnership models and cooperation between many stakeholders in a particular area (Meyer, 2004;Lourens, 2007).…”

Camino del Cid: ¿Un ejemplo de buenas prácticas turísticas?

“…En la literatura turística se ha analizado algunos de estos itinerarios desde distintas perspectivas, ya sea para incorporar nuevos productos turísticos a éstas (Moreno-Lobato et al, 2020), o bien para analizar alguno de estos itinerarios, como es el caso de la Vía Francígena en Italia (Bellens et al, 2016;Diti et al, 2015), o el del Camino de Santiago (Lois González et al, 2015), la Ruta del Emperador Carlos V (Moreno et al, 2021) y la Ruta del Legado Andalusí (Fundación El Legado Andalusí, 2006) en España. Al margen de esto, distintos trabajos han analizado también rutas turísticas concretas y sus implicaciones en territorios de Portugal (Paiva et al, 2019), Grecia (Oikonomopoulou et al, 2017) o Polonia (Bogacz-Wojtanowska et al, 2019).Profundizando en el caso español, debe destacarse la existencia de numerosas rutas temáticas e itinerarios reconocidos, en algunos casos por instituciones como el ICOMOS, el Consejo de Europa o la UNESCO (Rengifo, 2006). No obstante, el Camino de Santiago es el itinerario cultural por excelencia en España, y así se demuestra también en la literatura, ya que ha sido analizado por numerosos autores y desde múltiples perspectivas.…”

Cultural Tourism in Nitra, Slovakia: Overview of Current and Future Trends

“…Cultural Routes "represent interactive, dynamic, and evolving processes of human intercultural links that reflect the rich diversity of the contribution of different peoples to cultural heritage" [44]. They demonstrate, by means of a journey through space and time, how the heritage of different countries and cultures contribute to a shared and living cultural heritage [45][46][47][48][49][50]. There are many cultural routes in Europe that can operate at international, national, regional, and local levels.…”