ABSTRACT
Schumpeter, 1952; Hjalager, 2002); new approach to customers (Hall & Williams,
2008); concentration on import of moderate and elsewhere-tested practices (Goldenberg
et al., 2001); and, finally, on effective networking under undisputable leadership (Pechla-
ner et al., 2005; Zmys´lony, 2008). This is an experience that can be of practical value both
for public policy-makers and local tourism development leaders. It also shows how profit-
able the switch from an old to new tourism development paradigm can be. The observation
about public bodies is important, which in this case played neither a stimulating nor any
other important role. On the contrary, they initially ignored the project and only started to
support it after it proved its unique quality. The question arises (for further research): Is the
structure of state-controlled tourism organization best prepared to stimulate innovation in
tourism? Probably not, at least in the case of highly complex and innovative products. The
Dolnos´la˛skie region and Poland are not the only destinations that should analyse the case
very carefully. Because it is not about the assets: it is about human and social capital skil-
fully gathered and mobilized around clearly defined and managed objectives, with a
respect for local society and culture. And about the ability to cooperate in attaining
long-term goals. Exactly in line with the new development paradigm.
