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Academic Journal of Business & Management, 2026, 8(1); doi: 10.25236/AJBM.2026.080102.

Scenario Construction of Rural Intangible Cultural Heritage Homestay Clusters: Core Dimensions and Implementation Pathways

Author(s)

Li Wanlian, Zhang Xinyun

Corresponding Author:
Li Wanlian
Affiliation(s)

School of Business Administration, Anhui University of Finance and Economics, Bengbu, Anhui, China

Abstract

Against the backdrop of coordinated advances in cultural-tourism integration and rural revitalization strategies, intangible cultural heritage (ICH) homestay clusters—functioning as key vehicles for activating rural cultural capital—play a critical role in enhancing tourism destination appeal through scenario construction. This paper systematically reviews scholarly developments in ICH-based tourism and the evolution of homestay clusters. Drawing on scene theory as a theoretical framework, it examines the theoretical foundations, developmental models, and core components of ICH homestay cluster scenarios, while analyzing how “scene power” contributes to destination attractiveness. The study identifies four core drivers of scenario construction: symbolic translation of cultural elements into scenographic forms, collaborative innovation in spatial experience design, technological empowerment for immersive engagement, and multi-stakeholder coordination. These dimensions operate synergistically through a four-part integrative mechanism— “culture-space-technology-stakeholder”—transforming fragmented resources into cohesive, systemic scenes. This integrative approach effectively addresses persistent challenges such as cultural symbol fragmentation and experiential homogenization in rural cultural tourism.

Keywords

Rural Intangible Cultural Heritage Homestay, Homestay Cluster, Scene Theory, Scenario Construction, Destination Attractiveness

Cite This Paper

Li Wanlian, Zhang Xinyun. Scenario Construction of Rural Intangible Cultural Heritage Homestay Clusters: Core Dimensions and Implementation Pathways. Academic Journal of Business & Management (2026), Vol. 8, Issue 1: 9-17. https://doi.org/10.25236/AJBM.2026.080102.

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