FEASIBILITY INVESTIGATION ON IMPLEMENTATION OF HISTORICAL AND CULTURAL AXES APPROACH TO THE DEVELOPMENT OF PUBLIC SPACES: CASE STUDY OF LALEHZAR STREET TEHRAN USING SPACE SYNTAX ANALYSIS

Authors

  • Mehdi Savary
  • Nahid Tahmasebiboldaji

DOI:

https://doi.org/10.31436/japcm.v10i1.391

Abstract

Cultural-historical axes as public spaces can perform well in retrieving the identity of historical urban. But the problem is that in metropolitan areas today, these public spaces have become a place for driving not space for pauses. One way of identifying and reinforcing the positive aspects of historical-cultural axes is to organize and recreate them. Tehran does not have valuable buildings such as Isfahan, Shiraz, and Yazd, however, it has an identity like all other cities in
the world. One of the identity components of this metropolis is Lalehzar Street that firsts cinemas and coffee houses have been built there. Unfortunately, this axis has become a market for electrical appliances nowadays, and if this trend continues, one of the most important elements of Tehran's identity will be lost. In this research, after examining the cultural-historical pavements and exploring the functional potential of the main axis of this region, the feasibility study of Lalehzar street implementation has been investigated by using depth map software. The results of the survey show that Lalehzar Street makes it possible for pedestrians to be pedestrian because of their high interconnected value. This research was based on field observations and the use of library resources. The research method is descriptiveanalytical and Space Syntax software was used to analyse the spatial structure and internal order of an urban system.

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Published

2020-06-27

How to Cite

Savary, M., & Tahmasebiboldaji, N. (2020). FEASIBILITY INVESTIGATION ON IMPLEMENTATION OF HISTORICAL AND CULTURAL AXES APPROACH TO THE DEVELOPMENT OF PUBLIC SPACES: CASE STUDY OF LALEHZAR STREET TEHRAN USING SPACE SYNTAX ANALYSIS. Journal of Architecture, Planning and Construction Management (JAPCM), 10(1). https://doi.org/10.31436/japcm.v10i1.391