CULTURAL HERITAGE MANAGEMENT AND ORGANIZATIONAL MODELS IN RESILIENT AND FRAGILE COMMUNITIES. EMPIRICAL EVIDENCE FROM ARRABAH

Purpose – The goal of this paper is demonstrate that also in contexts of significant instability, such as Palestine, where heritage and space are critical elements of political recognition, it is still possible to identify forms of organizational models for managing the cultural heritage. Even though the Israeli occupation represents a constraint, the Palestinian approach to Cultural Heritage considers the community’s values and local culture as pivotal resources for identity’s protection and sustainable conservation of Palestinians heritage while using forms of non-violent resistance Design/methodology/approach – A qualitative approach has been used for conducting the investigation. A thorough exploration was carried out through field investigation survey, meetings with the local communities and questionnaires. Findings – The case study reveals that in a fragile community such as Arrabah, sustainable organizational models for CH management start from the recognition and of cultural assets with respect to native culture, identity and boundaries. No management can ever be pursued, nor conservation of CH, if the local community is firstly made aware, later involved into processes of cultural valorisation and management of local cultural assets. Originality/value – The study assists the practitioners, decision makers and authorities in developing mechanisms for the management of the cultural heritage of fragile and resilient communities, particularly in a remote historical village of Palestine