The Selected Aspects of Strategic Management in the City Divided By

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THE SELECTED ASPECTS OF STRATEGIC MANAGEMENT IN THE CITY DIVIDED BY THE BORDER IN THE CONTEXT OF THE DEVELOPMENT OF THE CROSS-BORDER MARKET OF CULTURAL SERVICES Dacko-Pikiewicz Z. * Abstract: The article is of research nature. The analysis of strategic documents of the city of Cieszyn-Český Těšín divided by the state border, as well as individual in-depth interviews with the directors of all local government cultural institutions in this city allowed for the identification of opportunities for further development of the common Polish-Czech cross-border market of cultural services. The research conducted proves that despite the dynamically developing Polish-Czech cross-border cooperation in the field of culture, there are still no mentions in the strategic documents pointing directly to the need to intensify common Polish-Czech cultural activities, and thus indicating the need to develop the cross-border market of cultural services. Therefore, by following the interview results, actions in the area of strategic management were specified, which could significantly contribute to the so-called "blurring of the border" and the development of this market in the city of Cieszyn-Český Těšín. The recommendations may be useful not only for the authorities of the city of Cieszyn-Český Těšín, but also for decision-makers and cultural managers of other European cities in the Schengen area that are divided by the state border. Key words: city divided by the border, cross-border market of cultural services, development, strategic management, Cieszyn-Český Těšín DOI: 10.17512/pjms.2019.19.1.10 Article history: Received January 20, 2019; Revised March 12, 2019; Accepted March 20, 2019

Introduction The management of the city which has been divided by the state border is a complicated process, which requires interdisciplinary knowledge of many diverse issues, based, among others, on culture, economics, spatial management, environmental protection or different two independent states. In addition to the specific activities of individual territorial local government entities (e.g. local government cultural institutions) involving the implementation of tasks in various fields and areas, it is important to define a general vision of the development of the city as a whole despite it being divided by a border or common strategic goals that should be defined in the most important local and regional strategic documents. A particularly important area of development in such a city is the sphere of culture and the common cross-border market of cultural services. The market, which through appropriate provisions in the most important strategic documents

* Zdzisława Dacko-Pikiewicz, PhD, WSB University, Dąbrowa Górnicza Corresponding author: [email protected]

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consistently transferred to the management of local government cultural institutions, may become a significant source of competitive advantage in the cross-border region for the city divided by the border (Blatter, 2003; Sohn, 2018). In this respect, it is important to identify appropriate strategic management instruments that can contribute to the development of this market, as well as factors which determine this development and are necessary to be included in the city management process. Therefore, the main purpose of the article is to determine the most important factors for the development of the cross-border market of cultural services, which are important and necessary to use in the process of managing a city divided by the border. To this end, an example of the cross-border city of Cieszyn-Český Těšín is used, which is located in the territory of Poland and the Czech Republic. As regards the management of a city, which, like Cieszyn-Český Těšín, has been divided by the state border, two features play a special role, namely direct spatial proximity and, particularly importantly, the heritage of unity. The former is related to the spatial cohesion of urban organisms (Schulz, 2002; Jańczak 2009). The latter is "manifested" in historical memory dating back to the period before the division, but also in material remains from the period of unity, the so-called core areas of the city (architecture, urban infrastructure, etc.) (Wróblewski et al., 2018, Wróblewski and Kasperek, 2019). Both parts of the city can be managed in such a way that they will be almost completely separated, or they may constitute an urban organism which is relatively uniform in infrastructural, social and economic terms. It is worth mentioning that such cities could be divided in various ways. In some cases the core areas of the city (a historical or cultural city center) remain entirely on one side of the border (as in the case of Cieszyn and Český Těšín), in others, however, the core of the city was divided between two countries (for example Rome, in the center of which there is an independent city state- the Vatican) (Atun and Doratli, 2009; Dołzbłasz and Raczyk, 2012).Therefore, when identifying strategic management instruments which enable the development of the Polish-Czech cross- border market of cultural services, it should be remembered that Cieszyn and Český Těšín are not only distinguished by their immediate neighborhood but also by hundreds of years of shared history, a specific cross-border climate, entrepreneurship rooted strongly in the region, as well as a relatively easily recognizable cultural offer. In both cities there are many exceptional cultural events. The research conducted in the cultural sector of the Cieszyn Silesia Euroregion in 2015 and 2017 by Wróblewski (Wróblewski, 2015, 2017) and Kurowska-Pysz (Kurowska-Pysz, 2015; Kurowska-Pysz and Szczepańska- Woszczyna, 2017) or the author (Wróblewski et al., 2018) showed that several of these events are recognizable and appreciated both in Poland and in the Czech Republic. For the purposes of this article, the cross-border market of cultural services will be defined as all exchange relations between service providers that meet cultural needs and buyers purchasing these services in cities divided by the state border,

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which is in line with existing classical definitions of a market and the definition proposed by Wróblewski. It will be a collection of buyers ("hidden", potential and active customers) and sellers (local government cultural private and the so-called third sector institutions) who carry out transactions regarding cultural services in cities divided by the state border. The geographical understanding of the cross- border market of cultural services indicates the territory, which is located on both sides of the state border, as a separate area with similar terms of purchase and sale. The classical (economic, systemic) understanding of the market reduces the definition of the cross-border market of cultural services to all exchange relations between sellers, offering services that meet cultural needs and buyers - representing demand for them. It contains both the subjective (who participates in the exchange process) and objective (what the object of the exchange is) aspects.

Research Methods Research into strategic management instruments which enable the development of the Polish-Czech cross-border market of cultural services in the city of Cieszyn- Český Těšín was conducted in 2018 by means of the following research methods and techniques: 1) desk research analysis covering all strategic documents of the city of Cieszyn- Český Těšín, Cieszyn County and other local government units of the Cieszyn Silesia Euroregion, as well as the reports of all local government cultural institutions for the years 2014-2016. The following strategic documents were analyzed, in particular:  the Development Strategy of the City of Cieszyn for the years 2010-2020 (Annex No. 1 to Resolution No. LII / 539/10 of the City Council of Cieszyn of October 28, 2010);  the Development Strategy of the City of Český Těšín for 2012-2016  the Development Strategy of Cieszyn Silesia for 2001-2016;  the Development Strategy of the Cieszyn County for 2017-2025;  the Economic Development Strategy of The Cieszyn Land of 1999;  the Report of the Management Board of the Cieszyn County of 26 March 2015 on the implementation of the county budget for 2014 adopted by Resolution No. 76/zp/v/15 of the Management Board of Cieszyn County of March 26, 2015;  the Report of the Management Board of the Cieszyn County of March 24, 2016 on the implementation of the county budget for 2015 adopted by Resolution No. 332/zp/v/16 of the Management Board of Cieszyn County of March 24, 2016;  Resolution No. XV/105/15 of the Council of the Cieszyn County of December 29, 2015, the Budget Resolution for 2016; 2) qualitative research - individual in-depth interviews with the representatives of the supply side of the cross-border market of cultural services of the city of

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Cieszyn-Český Těšín. The directors of all local government cultural institutions on both sides of the city were selected for the interviews, as well as the representatives of the largest non-public cultural entities which develop a cross- border cultural offer in the city of Cieszyn-Český Těšín (10 interviews with Polish experts and 10 with Czech ones) - Table 1. Interviews by means of of a questionnaire were conducted from February to June 2018.

Table 1. Experts participating in the in-depth interviews Experts Participating in the Research (IDI–in-Depth Interviews) Item Experts on the Polish Side (Cieszyn) Experts on the Czech Side (Český Těšín) 1 Director of the Cieszyn Castle Director of the Youth Centre in Český Těšín Director of the Cieszyn Cultural Director of Albrechtova střední škola Český 2 Centre „Dom Narodowy” Těšín Director of the Association „Człowiek na 3 Director of the Cieszyn Library Granicy” (Man on the Border) in Český Těšín Deputy Director, coordinator of cultural Director of the Adam Mickiewicz 4 projects Mateřská škola, základní škola a Theatre in Cieszyn střední škola Slezské diakonie Director of the Municipal Library in Head of the PR Department, Spokesperson of 5 Cieszyn the Muzeum Těšínska in Český Těšín Director of the Museum of Cieszyn Head of the PR Department, Spokesperson of 6 Silesia the Muzeum Těšínska in Český Těšín President of the Polish Cultural and Director of the Project „Every Czech Reads to 7 Educational Union in the Czech Kids” Republic Head of the Culture, Sports, Tourism Director of the Association „Asociace obecne 8 and NGO Department of the Poviat prospěšných služeb” in Český Těšín Starosty in Cieszyn Director of the Museum of Printing in Theatre director, artist of the Theatre in Český 9 Cieszyn Těšín Manager of Polish-Czech projects in Member of the Cultural Committee of the city 10 the Polish Cultural and Educational of Český Těšín Union in the Czech Republic

The main objective of the research was to assess strategic elements included in the strategic documents of the Cieszyn Silesia Region and the cross-border city of Cieszyn-Český Těšín, such as a mission or strategic goals referring directly to culture as the so-called "contact points" of cooperation between the two cities in this area. The most important goal of the in-depth interviews was to collect the opinions of Polish and Czech experts on strategic management instruments which enable the further development of the Polish-Czech cross-border market of cultural services in the cross-border city of Cieszyn-Český Těšín. The research was part of the Polish-Czech cross-border "Program for Cieszyn and Český Těšín Culture" project conducted in 2017-2018. The project was co-financed from the European Regional Development Fund - Interreg V-A Program Czech Republic-Poland as part of the Fund of the Cieszyn Silesia Euroregion Micro-Projects - Těšínské Slezsko and the state budget.

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Results Conclusions from the Analysis of Strategic Documents In all strategic documents analyzed (with the exception of the Economic Development Strategy of the Cieszyn Land), the mission includes declarations directly referring to culture. Interestingly, culture is strongly emphasized in the Development Strategy of the city of Český Těšín for 2012-2016 (Český Těšín is a city of culture, sport ...). Unfortunately, this is the only mention about the sphere of culture in this document, not confirmed in strategic goals or SWOT analysis. Direct reference to culture can also be found in the Development Strategy of the City of Cieszyn for 2010-2020 (We promote our unique tradition and culture ...). In the mission for Cieszyn, the three pillars of the city development were also highlighted, namely entrepreneurship, tourism and, particularly importantly, cross- border location. Culture was not included, which was surprising. Direct reference to culture is also found in the Development Strategy of the Cieszyn County for 2017-2025. In this document culture and cultural heritage are indicated as the foundation for further development of the Cieszyn County (Table 2).

Table 2. Mentions of culture in the strategic documents of the city of Cieszyn-Český Těšín and the Cieszyn Silesia Region Direct reference to Type of document Mission formulation culture in the mission Development We promote our unique tradition and culture and YES Strategy of the City create an attractive educational offer for young people of Cieszyn for 2010- from all over the region. 2020 Development Český Těšín – a city of culture, sport and social YES Strategy of the City activity, with a rich cultural and sporting offer, focused of Český Těšín for on the development of human potential, using 2012-2016 advantages resulting from the cross-border location of the city Development The Cieszyn County, by cultivating the cultural YES Strategy of the heritage of this Land, cares for education and Cieszyn County for culture as the foundation for further development, 2017-2025 while maintaining its exceptional investment attractiveness, raises standards in environmental protection and health and social care. Development Cieszyn Silesia, by cultivating the cultural heritage YES Strategy of Cieszyn of this Land, cares for education and culture as the Silesia for 2001- foundation for further development, while 2016 maintaining its exceptional investment attractiveness, raises standards in environmental protection and health and social care. Economic Cieszyn Land - an attractive holiday region, offering NO Development various forms of spending free time, with particular Strategy of the emphasis on the possibilities offered by natural

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Cieszyn Land advantages of nature. The diversified standard of tourist services and accommodation facilities as well as extensive sports and recreation infrastructure are a magnet for visitors from home and abroad.

It should be noted that there is some inconsistency in the approach to the sphere of culture already at the level of key strategic documents of Cieszyn, Český Těšín and the Cieszyn County, which affects cross-border cooperation in this area and further development of the Polish-Czech cross-border market of cultural services in the city. This inconsistency is carried over from the mission level to the strategic goals defined in these documents. Surprisingly, despite the fact that culture is strongly emphasized in the mission in the Development Strategy of the City of Český Těšín, it is not directly referred to in strategic goals. The same applies to the Development Strategy of the City of Cieszyn, which is, however, a logical consequence of the mentions included in the mission. This document formulates strategic goals, also in relation to tourism, where culture indirectly finds its place (e.g. in the mention: access to historical monuments and collections for visitors). The inclusion of tasks in the sphere of culture has been - as for current needs and conditions - extremely narrowed in the operational goal II.2. The development of cultural activity, assigned to the strategic goal II. Ensuring conditions for the development of human capital and improving the quality of life. However, there are very clear direct references to culture and cultural heritage in the Development Strategy of Cieszyn County for 2017-2025, where cultural and artistic education is strongly emphasized (Table 3).

Table 3. Strategic goals related to culture in the strategic documents of the city of Cieszyn-Český Těšín and the Cieszyn Silesia Region. Type of Strategic goals related to culture formulated in the document document Development No direct reference to culture for strategic purposes. Goals related to culture Strategy of the were only indirectly included in strategic goals such as: City of Cieszyn  ensuring conditions for the development of human capital and improving for 2010-2020 the quality of life (the development of cultural activity);  creating an attractive tourist center of supra-regional importance (restoring and proper development of the historic city zone, making the historical monuments and collections available to visitors, developing tourism based on traditional Cieszyn crafts). It should also be noted that in the operational goal II.2. The development of cultural activity culture was wrongly attributed to the competences of various partners, including some organizations and entities, the status of which did not allow for the implementation of these activities. Due to the significant passage of time since the development of this strategy, some of its provisions are currently irrelevant to the real state. The strategy mentions only some important directions of cultural activities that should be performed in Cieszyn, but this is neither a complete nor current range as regards the current activity of the Department of Culture of the Municipal Office in Cieszyn. Strategický Plán No direct references to culture in strategic purposes.

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Rozvoje Města Český Těšín 2012-2016 Development The following goals were formulated in the document, which directly refer Strategy of the to culture in the region: Cieszyn County  enabling Cieszyn Silesia inhabitants to have universal access to culture for 2017-2025 and to regional, artistic and cultural education;  preserving and cultivating local traditions and protecting the cultural landscape of Cieszyn Silesia,  identifying and promoting the characteristic cultural values of Cieszyn Silesia. Development The document includes the following goals that directly refer to culture in Strategy of the region: Cieszyn Silesia  creating a program to make culture as well as regional, artistic and for 2001-2016 cultural education available to all inhabitants;  preserving and cultivating local traditions and protecting the cultural landscape of Cieszyn Silesia,  using cultural values for the promotion of the county. Economic The document formulates the following goal, which directly refers to culture Development in the region: Strategy of the  building the image of the Cieszyn Land as a year-round tourist region, Cieszyn Land combining landscape, cultural (artistic) and sport attractions on a national (euroregional) scale. Future Territorial The document formulates the following objectives that directly refer to Cooperation in culture in the region:: the Cieszyn  protecting cultural heritage; Silesia  mutual understanding of the communities of both partner municipalities; Euroregion –  improving the availability of cultural resources; a study  cross-border cooperation of cultural institutions from the Polish-Czech borderland;  strengthening the heritage of the borderland region through promotional activities and an innovative approach to culture.

The analysis of the records of culture and Polish-Czech partnerships proposed in the strategic documents, which develop various areas of the cross-border market of cultural services, as well as the incomplete scope of cultural activities outlined there (without any reference to the Polish-Czech cross-border cultural offer) indicate very clearly that these documents need revision. With a view to the further development of the Polish-Czech cross-border market of cultural services, the missions of both cities and their strategic goals should be modified so that they include, among others, directions of activities in the field of culture that are relevant to the current needs of both communities of the cross-border city of Cieszyn-Český Těšín. Conclusions from Individual in-depth Interviews An interview questionnaire (in Polish and Czech) contained a total of 17 questions, of which 7 were short questions based on associations and supplementary information, while the next 10 questions are in-depth open-ended questions. The

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article presents only selected results that relate to the conditions of the functioning of the Polish-Czech cross-border market of cultural services in the city of Cieszyn- Český Těšín. All directors of local government cultural institutions and other experts responsible for shaping cultural policy in the city of Cieszyn-Český Těšín participated in the study. Most experts surveyed, when asked whether the cultural offerings available in the city of Cieszyn-Český Těšín are well suited to the needs of residents of both sides of the cross-border city responded that they are quite diverse and quite well suited to the needs of residents. In their opinion, however, the degree of fit is not satisfactory with regard to the expectations and needs of all groups of recipients, in particular in relation to different age groups. Both on the Polish and Czech sides there is a lack of offerings tailored to the needs and expectations of schoolchildren and students. There were even statements that Polish Cieszyn is a city where the creators of culture are educated, at the same time forgetting to educate its recipients; cultural education and the preparation of young residents to receive culture is neglected. The experts surveyed also expressed their opinion on the main barriers which limit access to Polish and Czech cultural offerings, which are available in the city of Cieszyn-Český Těšín. In the opinion of most respondents, the main reason why the offer available in their city is not used by its residents is the low position of culture in the hierarchy of needs and the lack of proper preparation for receiving culture. It was also pointed out that in the city of Cieszyn- Český Těšín there is a lack of proper cultural education in primary and secondary schools. Experts implied that cultural institutions should work closely with primary and secondary schools and vice versa. The respondents also pointed out that the cultural offerings in the city of Cieszyn-Český Těšín are very chaotic and residents have a problem figuring it out. Many cultural events coincide. In addition, cultural institutions have a problem with marketing communication, both internal (with their own city residents) and cross-border (with city residents on the other side of the border). The organizers of numerous cultural events have a problem with the promotion of their offer, with reaching the right recipient - very often they use only the basic forms of promotion (posters, leaflets or an institution website), they do not use the opportunities offered by new media, also social media or technologies, for example mobile device applications, holograms or 3D mapping. In the opinion of the experts surveyed, the main barrier which limits access to cultural offerings available on the other side of the border is the language barrier and the lack of information about them. Once again, the issue of a joint Polish-Czech cross-border promotion, or rather its lack, was raised. It would seem that in the city of Cieszyn- Český Těšín with such strong cross-border connections, information published on the websites of cultural institutions should be available in both Polish and Czech. Unfortunately, the analysis of websites of both Polish and Czech cultural institutions prove that in the vast majority of cases this is not the case (Wróblewski, 2015). Polish cultural institutions do not reach the other side of the border with their offer; neither do cultural institutions in the city of Český Těšín. Meanwhile,

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the development of a very specific Polish-Czech cross-border market of cultural services in the city of Cieszyn-Český Těšín requires joint, regular, long-term and often costly management activities - in particular marketing management, for example in terms of common marketing communication with residents of both sides of the cross-border city rather than incidental activities performed, for example, on joint public holiday. The issue of urban and interurban transport was also raised. The respondents pointed out that in the city of Cieszyn-Český Těšín there is no public transport line that would connect both sides of the city, unlike, for example, in Frankfurt/Oder and Słubice. The experts surveyed were also asked if their cultural institutions cooperate with entities, institutions, and cultural organizations on the other side of the border. The vast majority of respondents gave a positive response to this question. This cooperation is both very formal (e.g. when joint cross-border projects co-financed from EU funds are conducted), and less formal (organization of joint cultural events, consultations or social events). The institutions usually search for partners with a similar profile of activity on the other side of the border (for example, the Municipal Public Library in Cieszyn and the Municipal Public Library in Český Těšín). The vast majority of the experts surveyed stated that in addition to the issues of obtaining cross-border funds, the main benefit from the cooperation between cultural institutions in the city of Cieszyn-Český Těšín is, of course, common cross-border cultural events, such as: "Cinema on the Border" film review or "Without Borders" International Theater Festival. An additional benefit that is associated with the organization of cross-border cultural events is their joint Polish- Czech promotion. This leads to "opening the door", giving pretexts to the residents, i.e. the public on both sides of the city, to cross the border. An unquestionable benefit from the cooperation between Polish and Czech cultural institutions is building awareness among the residents of both cities that culture is a common value, something that unites and enriches. The potential of the city of Cieszyn- Český Těšín lies in its unity. The cooperation of cultural institutions on both sides of the border allows for the synergy effect and the creation of a joint brand that will be recognized not only in Poland and the Czech Republic, but also in Europe. The respondents also indicated benefits such as building mutual trust, breaking "mental borders", transfer or exchange of knowledge and experience, and the possibility of using the common staff or infrastructure located on the other side of the border. An unquestionable benefit is also the ability to exchange the audience. At the same time, the respondents paid attention to the weak points of cross-border cooperation between local government cultural institutions in the city of Cieszyn- Český Těšín, which hampers the development of the Polish-Czech cross-border market of cultural services. The main barrier, in the opinion of experts, is the language barrier, which undoubtedly exists. The respondents also pointed to stereotypes, the different perception of history, continuous deficit of mutual trust, and different understanding of community or culture by Poles and Czechs. The weak point of cross-border cooperation is the different pace of work on both

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sides of the border, which can sometimes be annoying for partners on both sides of the city. Other barriers that were indicated include various financing options, various conditions for co-financing cultural projects for cultural institutions in both countries, as well as legal difficulties, for example, the lack of free movement of organized groups of students from the Polish side to events organized on the Czech side (for example, the need to purchase additional insurance for students). Despite the weaknesses identified, the majority of respondents stated that the cooperation between cultural institutions in Cieszyn-Český Těšín is at a good level. Some of the respondents emphasized that there is no need to intensify it even more, although the majority of respondents stated that the Polish-Czech cross-border market of cultural services in the city of Cieszyn-Český Těšín should develop even more. The main focus was on joint cultural education or activities in the area of management in the city such as the joint Polish-Czech promotion of organized cultural events, a common calendar of events or common public transport. Attention was also paid to the better coordination of cross-border activities. Currently, coordination takes place mainly at national levels, separately on Polish and Czech sides. There is no coordination at the higher, cross-border level.

Discussion The strategic documents analyzed lack provisions directly indicating the need to intensify cultural activities planned for joint implementation in the city of Cieszyn- Český Těšín, as well as provisions which indicate the need to develop a cross- border market of cultural services. In the author's opinion, this is a direct reason indicating the need to develop a separate document dedicated to the cooperation between both cities in the sphere of culture, the dissemination and promotion of cultural achievements and cultural education, and above all, cross-border cooperation in this area, including the entire Euroregion Cieszyn Silesia. However, this is related to abandoning ad hoc activities in the sphere of culture in favor of strategic management based on joint programming of systemic and long-term solutions. Cooperation between local government authorities and other stakeholders in the market of cultural services from both cities is necessary as well as wider cooperation, in the scale of the borderland, in planning, implementing, coordinating and financing cultural development programs. Similar conclusions were drawn by Castanho et al., who conducted research into the conditions of functioning of Eurocities in cities in the Portuguese-Spanish borderland (Castanho et al., 2017a; 2017b; Castanho et al., 2019). Therefore, the idea that only local government authorities are responsible for management in the area of culture should be abandoned. The sectoral or departmental understanding of culture is inappropriate, as management in cultural entities in the cross-border city should focus on the cooperation between various stakeholder groups that synergistically use their potential and resources to obtain high added value from cultural activities. These are guidelines not only for local

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government cultural institutions, but also for commercial entities, non- governmental organizations, informal groups, as well as local communities and tourists as the recipients of cultural services. Prokkola, who conducted tourism- related research into the trajectory of regional development in the Finnish-Swedish and Finnish-Russian borderlands (Prokkola, 2019), also highlighted the cooperation between various stakeholder groups. In her opinion, ad hoc decisions, the occasional character of joint cross-border activities, looking at culture or tourism in fragments rather than comprehensively, or only from the angle of costs incurred, only deepens the problems pertaining to this sector. Programming the joint cultural development of cross-border cities such as Cieszyn-Český Těšín is now becoming a strategic requirement for building modern local government units that jointly use their unique potential, namely their cross-border location. The author's findings are also confirmed by the results of previous research conducted by Böhm (Böhm, 2014; Böhm and Drápel, 2017), Suchacek et al. (Suchacek et al., 2018), Kurowska-Pysz et al. (Kurowska-Pysz, 2016; Kurowska-Pysz et al., 2018) and Wróblewski (Wróblewski, 2017b) in the area of the Cieszyn Silesia Euroregion and Beskidy. In the opinion of the authors, in order to implement strategic goals defined in the strategic documents in the city of Cieszyn, Český Těšín and the borderland, it is necessary to specify and transfer them to the level of cultural entities operating in both cities. Wróblewski (2018) also notes that it should be remembered that the presence of numerous different stakeholder groups in the cultural sector in both cities (e.g. the recipients of cultural offerings, donors, regional community, cultural sector employees tourists etc.) has serious implications at the stage of formulating strategic goals. Research conducted in the area of the Beskidy Euroregion shows very clearly that positive network relationships with all stakeholder groups should be built and developed. At the same time, the fact should be taken into account that strategic goals set for cultural institutions should correspond to the heterogeneous structure of stakeholders and can have various artistic, dissemination, socio-structural, market, financial or organizational nature (Wróblewski, 2017a).

Conclusion To sum up, the analysis and individual in-depth interviews show that despite strategic management activities undertaken by the authorities of the city of Cieszyn-Český Těšín or cultural institution managers, which aim at bringing the residents of both sides of the cross-border city closer together, despite the implementation of many cross-border projects in the field of culture financed through the Euroregion Cieszyn Silesia, the Polish-Czech cross-border market of cultural services is still at an early stage of development. In the author's opinion, the main problems that the authorities of the cross-border city of Cieszyn-Český Těšín and cultural institution managers, who want to develop this unique market will face in the nearest future, include:

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 updating the strategic documents of the City of Cieszyn-Český Těšín so that they include cultural activities relevant to the current needs of both communities of the cross-border city (directions which develop the Polish-Czech cross- border market of cultural services), and transferring these activities in the form of specific objectives to local government cultural institutions;  limiting the language barrier (i.e. the ignorance or poor knowledge of the neighbor's language, which significantly impedes cooperation at the institutional level, as well as the reception of the offer of some cultural institutions from the neighboring country, e.g. theater, cinema or library) through appropriate education of students and adults;  limiting the economic barrier - for Český Těšín residents, the cultural offer of some Polish cultural institutions is less attractive than the similar cultural offer available on the Czech side;  limiting the psychological barrier - there is still a border which divides the city into two different, Polish and Czech parts in the consciousness of some residents of the city of Cieszyn-Český Těšín;  improving Polish-Czech cross-border marketing communication with the residents of both sides of the cross-border city;  organizing regular meetings during which all the directors of cultural institutions in the city of Cieszyn-Český Těšín could meet regularly to establish a common calendar of cultural events or make strategic decisions regarding the further development of the Polish-Czech cross-border market of cultural services;  developing a cultural offer that would be attractive to residents from both the Polish and Czech sides of the city of Cieszyn-Český Těšín;  developing a program of joint Polish-Czech cultural education so that the low position of culture in the hierarchy of the residents’ needs could be improved. In the author's opinion, strategic management in a cross-border city based on the above-mentioned activities could significantly contribute to the so-called "the blurring of the border" and the development of the Polish-Czech cross-border market of cultural services in the city of Cieszyn-Český Těšín. Obviously, the reflections presented do not exhaust the issue, but they are only a contribution to further research. As Buursink (2001) and Newman (2003) argue, cross-border cities are, in many respects, a very diverse and heterogeneous category. Therefore, the results and conclusions from the research cannot be generalized as regards all cross-border cities. They may, however, be a good starting point for the development of common cross-border strategic assumptions in the management of cities which, like Cieszyn-Český Těšín, are in the Schengen area. The subsequent step is to conduct similar research in cross-border cities located on the external border of the European Union. The comparison of various case studies and viewpoints should contribute more to the explanation of the phenomenon described.

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Wróblewski Ł., 2015, Websites of Polish cultural and educational organizations in the Czech Republic—Analysis and evaluation, “Forum Scientiae Oeconomia”, 3. Wróblewski Ł., 2017a, Culture Management. Strategy and Marketing Aspects, Berlin: Logos Verlag Berlin. Wróblewski Ł., 2017b, Application of marketing in cultural organizations: The case of the Polish Cultural and Educational Union in the Czech Republic, “Cultural Management: Science and Education”, 1. Wróblewski Ł., Kurowska-Pysz J., Dacko-Pkiewicz Z., 2018, Polish-Czech micro-projects as a tool for shaping consumer behaviour on the cross-border market for cultural services, [In:] K.S. Soliman (Ed.), Innovation Management and Education Excellence through Vision 2020, Milan: International Business Information Management Association. Wróblewski Ł., Dziadzia B., Dacko-Pikiewicz Z., 2018, Sustainable Management of the Offer of Cultural Institutions in the Cross-Border Market for Cultural Services— Barriers and Conditions, “Sustainability”, 10. Wróblewski Ł., Kasperek A., 2019, Euroregion as an Entity Stimulating the Sustainable Development of the Cross-Border Market for Cultural Services in a City Divided by a Border, “Sustainabilit”, 11.

WYBRANE ASPEKTY ZARZĄDZANIA STRATEGICZNEGO W MIEŚCIE PODZIELONYM GRANICĄ W KONTEKŚCIE ROZWOJU TRANSGRANICZNEGO RYNKU USŁUG KULTURALNYCH Streszczenie: Artykuł ma charakter badawczy na podstawie analizy dokumentów strategicznych miasta Cieszyn- Český Těšín podzielonego granicą państwową oraz pogłębione indywidualnych wywiadów z dyrektorami wszystkich samorządowych instytucji kulturalnych w tym mieście, które pozwoliły na zidentyfikowanie możliwości dalszego rozwoju wspólnego polsko-czeskiego transgranicznego rynku usług kulturalnych. Przeprowadzone badania dowodzą, że pomimo dynamicznie rozwijającej się polsko- czeskiej współpracy transgranicznej w dziedzinie kultury, w dokumentach strategicznych wciąż nie ma wzmianek o potrzebie intensyfikacji wspólnych polsko-czeskich działań kulturalnych, a tym samym wskazania na potrzebę rozwoju transgranicznego rynku usług kulturalnych. Dlatego też, śledząc wyniki wywiadu, określono działania w obszarze zarządzania strategicznego, które mogłyby znacząco przyczynić się do tzw. „rozmycia granicy” i rozwoju tego rynku w mieście Cieszyn-Český Těšín. Zalecenia mogą być przydatne nie tylko dla władz miasta Cieszyn-Český Těšín, ale także dla decydentów i menedżerów kultury innych miast europejskich w strefie Schengen, które są podzielone granicą państwową. Słowa kluczowe: Cieszyn-Czeski Cieszyn, miasto podzielone granicą, zarządzanie strategiczne, transgraniczny rynek usług kulturalnych, rozwój.

在跨境文化服务市场发展的背景下，边境城市战略管理的选择方向摘要：本文具有研究性。对CieszynČeskýTěšín市战略文件的分析除以国家边界，以及对该市所有地方政府文化机构负责人的个人深入访谈，使人们能够确定进一步发展该城市的机会。波兰 - 捷克共同的跨境文化服务市场。所进行的研究证明，尽管波兰与捷克在文化领域的

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跨境合作正在蓬勃发展，但战略文件中仍未提及直接指出加强波兰捷克共同文化活动的必要性，从而表明需要发展跨境文化服务市场。因此，通过跟踪访谈结果，指定了战略管理领域的行动，这可能对CieszynČeskýTěšín市所谓的“边界模糊”和该市场的发展产生重大影响。这些建议不仅适用于CieszynČeskýTěšín市的当局，也适用于申根地区其他欧洲城市的决策者和文化管理者，这些城市被州边界划分。关键词：Cieszyn- ČeskýTěšín，城市划分边界，战略管理，跨文化服务市场，发展。

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