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The purpose of this paper is to explore the pluralist contours of Canadian management “knowledge” using the discourse “official” bilingualism – the English and French languages – to understand the impact of socio-historical-political differences on the development of management knowledge production.

Drawing upon an archival collection of management textbooks as historical data, the authors critically explore and analyze the development of Canadian “schools” and management theory. Using narrative analysis and critical hermeneutics, the paper considers the socio-historical-political context of the various “Canadian” scholars that sought to establish a unique business academy distinct but paradoxically akin to the management schools in the USA.

Mirroring the struggle of Francophones in a dominant English imperative, French management textbooks appeared decades later than English titles. When French texts began to disseminate, it remained in the shadows of American management ideologies.

As only Canadian organizational behavior texts published within the previous 50 years were used as data in this study, it may be incautious to draw broader conclusions. The empirical element of this research relied upon convenience sampling of textbooks.

Management educators weld a considered level of socio-political power that they may or may not knowingly possess, especially in terms of selecting a textbook and other course materials. Regardless of background, management students are somewhat a “tabula rasa;” open to learning new content to make sense of the world. This “open state” places a great deal of responsibility on the professorate in shaping management students’ theoretical understanding of everyday life in organizations. The authors suggest practitioners be reflexive, aware of how textbooks serve as an important vehicle in education that in times past, have promoted or reified mono-cultural agendas.

The research in this paper builds on recent research that considers the role of socio-historical-political context in how management knowledge and theory is performed, as well as contributes to understanding textbooks in how they may shape a pluralist account of Canadian management “knowledge”.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Considers how systemization of the action learning process combined with implementing solutions company‐wide will greatly enhance results. Focuses on knowledge created by International Management Centres Association (IMCA) and Canadian School of Management (CSM) Action Learning programmes. Looks at how “Enterprise Schools of Management” can harvest and disseminate knowledge and in particular at IMCA’s Published Learning initiative. Routinely publishing research may enhance learning and bring together theory and practice to provide workable solutions.

In an interview, an adult learner with the Canadian School of Management discusses her research proposal aimed at strengthening the capability of the facility where she works to deal with clients suffering from Alzheimer’s disease (AD) and other forms of dementia. The learner describes her motivation for this kind of work. She describes how she will apply some of the action learning principles recently learned to bring a mix of people together to discuss and work through issues relating to the care of clients residing in the Alzheimer unit. Canadian statistics suggest that at this time, one in three adults over the age of 85 and 1 in 13 over the age of 65 is affected with Alzheimer’s or other forms of dementia. These numbers are expected to grow significantly as the population ages. The learner explains how, through her initiative, the facility will be more equipped to both meet the needs of current clients and those in the future.

The School of Hospitality and Tourism Management of Ryerson University, Toronto hosted the 2002 World‐wide Hospitality and Tourism Trends (WHATT) Roundtable discussion of Canada. The discussion focused mainly on the practical challenges and the role of educational institutions in sustainable tourism development in Canada. In addition to two joint chairs and the leading discussant, seven industry practitioners and seven academics from the hospitality and tourism sector discussed the definitions of “sustainable tourism development” and debated the key development issues in Canadian tourism and related research needs. The meeting agreed that there was a lack of applied research on Canadian tourism. The meeting therefore identified a few achievable action points and this article ends by reporting on nine related outcomes within a year after the first WHATT roundtable in Canada.

Research is reported into 435 Canadian business corporations, and investigates their awareness and use of a range of banking services — in particular cash management services — discovering characteristics for differentiating the cash management services needs of different market segments.

Productivity The Problem Situation Many western manufactured products such as automobiles and electronics have lost their market shares to those manufactured in Japan. One can no longer blame this solely on cheap Japanese labour, as the income of the Japanese worker has increasingly caught up with the level found in the western world. The rude reality is that the Japanese industries are more productive than their western counterparts. Furthermore, their product quality is often superior.

Introduction It is becoming increasingly important for managers to be able to think and react effectively towards situations presented to them by the dynamic environment. The application of acquired programmed knowledge is no longer enough for problem‐solving or decision making unless supplemented with skills acquired as a result of work experience.

The challenges of the future require a new discipline, Managerial Futuristics, the role of which is to provide a useful framework for decision making by developing reasonable assumptions about the future, these based on assessment of present conditions, identification of future dangers and opportunities, and evaluation of alternative approaches to policies/issues. The fundamental rules of good management must be retained also, i.e. understanding of people; vision, courage, and creativity; the ability to delegate properly and to make sound decisions; however, these must be allied with knowledge of the advanced technological and managerial tools available, to implement the change process.

In just a few years, we will be facing a world that is quite different from the one in which we live today. As a result of changes that will come we must strive to make life better from the environmental, social and economic points of view. This also requires that we look at management from a point of view that is future‐oriented. The changes of the technological age which are already affecting our lives personally, have also begun to affect the world of business and industry in a variety of ways. Revolutionary new trends and developments have had an unprecedented impact on methods of business management and are profoundly altering the role of executives in North American business.