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The Banff National Park is the most famous of Canada. The development of the recent years has been considered as to fast and to massive. The author analyses the key factors of success of the park development. He describes the new strategic park policy which takes into account the carrying capacity and the protection of the great nature and landscape.

As intricate mental constructions, destination images reflect cultural, intellectual and existential backgrounds of individuals, communities and social groups, as well as marketing strategies. In the case of Banff National Park, for example, marketing strategies have promoted a potential need for wilderness and natural environment related experiences that is expressed in western post‐industrialized societies. However, touristic development often creates places structured to fit suitable images suggested by the market and leads to the co‐existence of multiple images for a single destination. The resulting tourist landscapes very often are divorced from the original setting, atmosphere, and characteristics of the real place.

Survey respondents are compared on strategic tourism planning issues in Banff, Alberta, and Niagara Falls (Ontario and New York). Findings reveal areas of consensus and disagreement in perceptions of issues and preferences for strategies. Three specific issues are considered: the destination life cycle concept, capacity, and destination image. Conclusions are drawn on how public and private‐sector cooperation on destination planning can be fostered when significant differences in perception and preference occur.

Managing in the public sector can be characterized as “managing on the edges”, between politics and administration and between administration and operations, as well as between external pressures and internal processes. Interestingly, this seems to come out most sharply, not in the upper offices of the capital, but down on the ground, where conflicting parties do direct battle with each other. But as these battles escalate, and enter the abstractions of administration as well as the peculiarities of politics, management gets caught in the middle. Describes three days in succession in the working lives of three managers of Parks Canada who sit in hierarchical order: a regional director, a park superintendent, and a park warden for the front country. Describes and compares their activities, in terms of a comprehensive model of the manager’s job, and concludes with a model of managing on the edges.

The purpose of this report is to highlight findings from research presented at the 2006 Administrative Sciences Association of Canada conference in Banff, Alberta.

Ten papers, of interest to Equal Opportunities International readers, were selected from the proceedings and presentations made at the conference for this report. The papers themselves vary in terms of research design and methodology. There was a mix of conceptual/review papers and empirical studies, using both quantitative and qualitative methods.

Findings from the empirical studies showed that women and minorities continue to face barriers in employment and the workplace. Women continue to experience gender role stereotypes detrimental to their careers, while minorities face both discrimination and harassment at work.

Each of the papers selected demonstrated new insights, both conceptually and empirically, and contributes to the literature on diversity.

Presents a review on implementing finite element methods on supercomputers, workstations and PCs and gives main trends in hardware and software developments. An appendix included at the end of the paper presents a bibliography on the subjects retrospectively to 1985 and approximately 1,100 references are listed.

This article offers an up‐to‐date overview of the emergent practice of arts‐based learning in business. First, arts‐based learning is situated within the broader arts in business context as well as our present reality of the economic downturn. Then, the article shares why arts‐based learning has emerged as a new pedagogy in management education. Next, a working definition of arts‐based learning is shared as well as an exploration of how others are conceiving it. Lastly, the article turns attention to the question, what are the strengths and limitations of arts‐based learning, and suggests a couple leading‐edge management education programs that are framed by arts‐based learning approaches.

In addition to the author's expertise in arts‐based learning and his role as executive of one of the world's premier institution's of arts‐based learning in management education/leadership development, the author exchanges ideas with a number of prominent business leaders, artists and respected management educators from around the globe, whose comments about arts‐based learning in business color the ideas presented in the article – adding texture and a richer perspective.

This article directly addresses what has changed since the 2005 special edition of the Journal of Business Strategy. Of course – the economic downturn. And, now, more than ever, this article asserts, that leaders are looking to arts‐inspired creativity, as a means to realize the upside of the downturn. The article asserts an integral role for the arts to play in an organization's efforts to create a culture of innovation – which is central to business strategy in the economic downturn. More specifically, the article documents how new ways of working together in business (resultant from the continued emergence and growth of the knowledge economy) will require new ways of learning how to work together. This article suggests that arts‐based learning may offer such a new way of learning how to work together.

This article affords the reader insights to how arts‐based learning may enable your strategic actions and the innovation upturn that you're being asked to deliver.

La physionomie hôtelière d'une station de tourisme est un des premiers aspects que retient le visiteur. Qui ne s'est pas senti écrasé, en sortant de la petite gare de St‐Moritz, par la superposition au flanc de la montagne de ces hôtels construits comme des châteaux‐forts ? Ce sont effectivement des citadelles, datant d'une époque qui a eu ses Vauban hôteliers. Dans les Rocheuses canadiennes (Banff, Lake Louise), l'habitat touristique qui est un habitat isolé, est concentré dans des palaces énormes aux yeux des Européens, cantonnés de tours, avec des toits en poivrières. Ils s'imposent comme des «Pierre‐fonds » du logement dans le décor de la montagne. Tout au contraire d'autres stations manifestent une pudeur hôtelière du meilleur goût. On dirait qu'elles ne veulent pas se faire remarquer. Dans le Tyrol on cherche en vain un hôtel de style tapageur: tout l'habitat touristique est disséminé dans les stations sous forme de chalets de dimensions modestes offrant souvent 30 chambres et se confondant avec l'habitat rural originel. C'est une autre expression de la physionomie hôtelière. Elle sous‐tend une importante réalité économique: tandis que les palaces‐châteaux représentent un capitalisme hôtelier dont on se demande en maintes régions s'il a fait époque, les petits htels‐chalets sont gérés souvent sous forme artisanale. La concentration nous conduit à penser à deux modes distincts d'exploitation hôtelière. Ces deux modes ne sont pas absolument indépendants de la vie de la station touristique. Pourrait‐on dès lors prendre la concentration hôtelière comme fil conducteur de la structure économique d'une station de tourisme?

Illustrates the importance of a strong, implementable environmental plan and control system for the start‐up phase of a back‐country mountain biking company in the Crowsnest Pass area of Alberta, Canada. Careful planning showed that a commitment to the environment allowed the founder access to the necessary trails on public land. The key was to consider where company goals overlapped with stakeholder goals and incorporate a plan to achieve these goals. By developing a simple but effective monitoring and control system, the company was allowed to self‐regulate. The Land and Forest Service felt that the only regulation needed for Treadsoftly was adherence to its own environmental policy and monitoring its progress through its own control system. The company’s environmental management system was instrumental in receiving speedy approval for other permits and licences needed to operate in the area.