2020
DOI: 10.1080/1743873x.2020.1808002
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Traditional music in tourists’ eyes – the case of Slovene Istria

Abstract: The article deals with a modestly researched topic about the attitude of the general tourist population towards the traditional music of the destination. The concept of traditionalism itself is complex, and there are no clear objective criteria for what is and what is not 'traditional.' Tourism brings additional dynamics to the local community in the process of (re)defining its tradition. Although traditional music is an important element of the intangible cultural heritage of any destination, there is relativ… Show more

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Cited by 6 publications
(4 citation statements)
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“…Also, some ethnic groups are attracted to their traditional music, despite not living in their places of origin, because of the connection of their identity to the music [26,27]. Examples would be Cantonese opera, which attracts audiences because of its connection to the identity of the place [28], or traditional Istrian music [29]. But also, more contemporary music, which is already part of the cultural heritage of their places of origin and has a strong connection between the physical place of their roots and music, such as New Orleans and jazz, Argentina and tango, Cuba and rumba [30,31], or more recently, tourism of festivals which attracts fans from all over the world, contributing not only to the tourism industries, but also to the local and regional economic development [32].…”
Section: Musical Motivationmentioning
confidence: 99%
“…Also, some ethnic groups are attracted to their traditional music, despite not living in their places of origin, because of the connection of their identity to the music [26,27]. Examples would be Cantonese opera, which attracts audiences because of its connection to the identity of the place [28], or traditional Istrian music [29]. But also, more contemporary music, which is already part of the cultural heritage of their places of origin and has a strong connection between the physical place of their roots and music, such as New Orleans and jazz, Argentina and tango, Cuba and rumba [30,31], or more recently, tourism of festivals which attracts fans from all over the world, contributing not only to the tourism industries, but also to the local and regional economic development [32].…”
Section: Musical Motivationmentioning
confidence: 99%
“…Although local municipalities acting as DMOs support the inclusion of pre-war traditional music in tourism offerings, believing that it can enrich the tourism experience and attract more high-spending cultural tourists, there are only about 20 events per year where tourists can listen to traditional music. It is also relatively rarely played or performed in catering establishments (Sedmak et al , 2020). There are several reasons for this.…”
Section: Music As Part Of the Servicescapementioning
confidence: 99%
“…One of the great challenges for owners and managers operating in tourist areas is to decide whether to present traditional music in their gastronomic establishments at all, to what extent and in what way. Often, both tourists as users of catering services and restaurant managers do not have sufficient expertise on traditional music, while in most cases the latter also do not have information on the expectations/preferences of guests regarding the music played (Krajnovic and Gortan-Carlin, 2007; Sedmak et al , 2020). Thus, this part of the ambience or servicescape context is often left to improvisation and intuitive decision-making.…”
Section: Introductionmentioning
confidence: 99%
“…This approach ensures that these economic entities can significantly contribute to the national economy, improve the competitiveness of domestic entrepreneurs on the world market and maintain a balanced distribution of investments between different sectors and groups. [11], [12], [13], [14], [15], [16], [17], [18], [19], [20] Consumer perception and belief are mirrored in the associations that arise in consumer memory as brand image. A good brand image can provide a significant benefit to the organization, one of which can result in a competitive advantage.…”
Section: Introductionmentioning
confidence: 99%