Journal of Resources and Ecology ›› 2013, Vol. 4 ›› Issue (3): 242-249.DOI: 10.5814/j.issn.1674-764x.2013.03.007

• GIAHS • Previous Articles     Next Articles

Reflections on the Myth of Tourism Preserving “Traditional” Agricultural Landscapes

Myriam JANSEN-VERBEKE1, Bob McKERCHER2   

  1. 1 KU Leuven, Geo-Instituut, Celestijnenlaan, 200E, 3000 Leuven, Belgium;
    2 School of Hotel and Tourism Management, Hong Kong Polytechnic University, 11 Yuk Choi Rd, Hung Hom, Hong Kong
  • Received:2013-06-12 Revised:2013-08-07 Online:2013-09-30 Published:2013-09-28
  • Supported by:

    Chinese Academy of Sciences Visiting Professorship for Senior International Scientists(Grant No.Y0S00100KD).

Abstract: The renewed interest in "cultural landscapes" is a global phenomenon to be explained in a multi dimensional way.The process of revalorising traditional habitats,people and their way of living in a particular environment,is closely linked to the introduction of heritage as "a cultural,social and economic construct".The recognition of cultural landscapes as a new category on the world heritage list(UNESCO)since the 1990s,emphasises the importance of the human-environment interaction and the need for understanding the dynamics of landscapes in time and space.Values are changing and new opportunities emerge for a "dynamic preservation" of iconic landscapes and traditional communities.A cross disciplinary understanding of interacting processes is essential to plan and manage sustainable heritage(land)scapes.Various pilot projects and case studies-world-wide-lead to critical reflections about the sustainability of heritage landscapes and the sovereign role of tourism.The perspective of "Globally Important Agricultural Heritage Sites" (GIAHS),supported by economic resources generated by tourism,requires a research-based approach analysing opportunities and expectations,assessing strategic policies and top down politics.

Key words: heritage landscapes, territorial cultural resources, community based tourism, tourismification, integrated management model, myths