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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.

Based on the keynote address given at the conference on “Organizing Institutions: Creating, Enacting and Reacting to Institutional Logics” held at the Banff Springs Hotel in June 2012, this essay analyzes the relationship between Max Weber's polytheistic theory of value spheres and institutional logics, proposing that the latter project entails studying institutional logics through a framework of comparative religions. I argue that God, love, transcendence, and immanence are all potentially useful analytic categories by which to understand institutional logics.

In this interview, Dr. Nancy J. Adler describes her career trajectory, motivation, and the passion that have guided her interests and choices. Asking big questions that matter in her own research and encouraging others in the field of international management to do the same is one of her guiding principles. Dr. Adler details the startling career impact that resulted from her pioneering research on women who are global leaders in the 1990s. Given her groundbreaking research, her attempts to influence what scholars study and how they are evaluated, and her calls to action as a global consultant, speaker, and thought leader, she is one of academe's most well-known and respected global leaders.

Dr. Adler is the S. Bronfman Professor Emerita in Management at McGill University in Montreal, Canada. She is a graduate of the University of California at Los Angeles (UCLA), having received her BA in Economics, MBA, and PhD in Management. As one of the most widely cited international management scholars, she has authored more than 175 publications and received numerous teaching and research awards, including the Academy of Management's (AMLE) Outstanding Article Award and Decade Award and the Sage Award for Scholarly Contributions in Management. She is a Fellow of the Academy of International Business, the Academy of Management, and the International Academy of Management. In addition, she was honored as one of Canada's top university professors and inducted into the Royal Society of Canada.

Her work has also been widely recognized beyond academia. She received the Prix du Quebec, Doctor Honoris Causa from Slovenia's IEDC Bled, Queen Elizabeth II Diamond Jubilee Medal, Center for Creative Leadership's Applied Research Award, the World Federation of People Management Associations' Georges Petitpas Award, ASTD's International Leadership Award, SIETAR's Outstanding Senior Interculturalist Award, the International Leadership Association's Lifetime Achievement Award, and the YWCA's Femme de Mérite Award.

Although retired from the university setting after 40 years at McGill, Dr. Adler continues to consult and speak around the world. However, she now devotes more time to her art. She is a visual artist known for her paintings, monotype prints, and ceramic artworks. Her “Serendipity Suite” and “Reality in Translation: Art Transforming Apathy into Action” exhibitions were held at the Banff Centre, and her “Going Beyond the Dehydrated Language of Management” exhibition opened in Montreal in conjunction with the Academy of Management Meeting. Dr. Adler's artwork is held in private collections worldwide.