Explaining Social-Economic Strategies of Urban Regeneration in Historical Contexts (Case Study: Semnan's Historical Context)
Article Type:
Case Study (دارای رتبه معتبر)

The historic core is part of the city's integrity that has not grown and worn out in the process of urban development in line with the needs of the day. In order to solve the problems caused by the phenomenon of urban burnout, several approaches have been proposed, none of which have been able to permanently eliminate or control this phenomenon. Meanwhile, the urban regeneration approach has been considered as a different approach with a comprehensive approach and a coherent and integrated approach to restore the trend of past economic growth, taking into account the sustainability dimension. The aim of this study is to explain the socio-economic strategies of urban regeneration in historical contexts. The research method is descriptive-analytical and library and survey methods have been used to collect data. The results of SWOT model showed that the final score of strengths and weaknesses is equal to 2.81, which is slightly higher than the desired average (2.5). The result is that the historical context of Semnan is strong in terms of internal factors; Therefore, it is possible to use the existing potential and actual power in order to adjust the threat points and weakness in order to revitalize. The results also showed that the total final score of opportunities and threats was 2.97, which is slightly higher than the average score (2.5) as the final score of strengths and weaknesses. As a result, the opportunities in the historical context are greater than the threats, and therefore, in order to revive the historical context, opportunities or situations can be exploited and the factors that cause the threat can be avoided. Analysis of internal and external factors showed that the offensive strategy (maximum-maximum) has been adopted as the most important strategy in urban regeneration policy in the historical context of Semnan.

Journal of Urban Economics and Management, Volume:8 Issue: 30, 2020
67 to 86
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