01469nas a2200253   4500000000100000000000100001008004100002260003200043653000900075653001700084653002500101653001500126653002500141100001800166700001700184700001900201700001800220245006300238856015700301300001200458490000700470520071800477020002001195       2019                            d  bEmerald Group Holdings Ltd.10aIran10aAuthenticity10adestination branding10aInnovation10atransformation power1 aFabio Carbone1 aNeda Farsani1 aPeyman Seyyedi1 aAnahita Malek00aAuthenticity and innovation: the future of tourism in Iran  uhttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85134157262&doi=10.1108%2fS2042-144320190000010013&partnerID=40&md5=0f4f78b063adb22a2f88c3e29f92b6cd  a207-2200 v103 aRecent political and socioeconomic events are providing Iran with the opportunity to become a high-profile destination. The question arises as to which strategic objectives can lead Iran to this end. Qualitative and quantitative improvements of hotel supply and the modernization of air transport should be the key objectives within this process. But the preservation of tangible and intangible cultural heritage, as well as the maintenance of authenticity, must remain the core principle. This chapter focuses on the role of cultural heritage management policies and what their tourism development implies for the host population, which will be the beneficiary of sustainable and responsible tourism development.  a20421443 (ISSN)