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Since Richard Florida’s book The Rise of the Creative Class published in 2000, our attention has been drawn towards a peculiar characteristic of the cities where such a creative class thrives, and that is tolerance. We intend to explore in this paper whether one can use Hofstede’s “Uncertainty Avoidance” dimension to ponder if societies that are “Uncertainty avoidant” can provide a nurturing soil for a creative class to emerge within their bosom. To discuss this question, we examine the case of the Province of Québec (Canada) and most specifically, that of the city of Montréal, a city that has been dubbed by many observers as a creative city. In other words, our question is can a creative class thrive in a city that is located in an “Uncertainty avoidant” cultural and political unit?

This paper aims to study historical intercultural transfer by examining the case of the Mouvement Desjardins, a Quebec, Canada-based cooperative bank founded in 1900 by Alphonse Desjardins. The aim of the cooperative was to support the hitherto marginalized French–Canadian population and to initiate their economic and entrepreneurial activities.

The authors focus on a historical single-case analysis. This conducts them to analyse primary data from letters exchanged between Alphonse Desjardins and European actors, as well as company documents of the Groupe Desjardins.

The intercultural transfer of the cooperative bank model and its implementation in North America as a successful, self-sustaining model is owing to recontextualization and strategic decisions of the social entrepreneur Alphonse Desjardins based on intensive written correspondence with European bank directors who promoted the cooperative system.

This research instigates an impulse to extend our knowledge of intercultural transfer by looking into other historical cases to provide validation or add subtleties to our understanding of intercultural transfer dynamics.

This paper expands the current understanding of intercultural transfer and its powerful influence, namely, how an implemented cooperative bank system can contribute through successful recontextualization to institutional change and societal improvements. It also provides new insights into the creation and growth of social enterprises based on shared values within communities and coordinated strategic intentions across communities.

Stakeholder thinking has contributed considerably to the organizational literature by demonstrating the significance of the environment in managing organizations. Stakeholders affect and are affected by organizations’ daily operations and decisions. They have varied and often conflicting interests, making it necessary for managers and organizations to know who they are as well as their attributes. Consequently, Mitchell et al. (1997) developed the stakeholder salience theory to help managers and organizations identify the power of certain stakeholders and their salience to the organization. With a few exceptions, the mainstream stakeholder salience theory is in many ways still largely static, short-term oriented, and firm-centered. The aim of this paper is to revisit certain conformist assumptions concerning the role of marginalized stakeholders, or “dormant” stakeholders, in stakeholder thinking. Overall, this chapter is a call to a new conceptualization of stakeholders that reintroduces stakeholder dynamics at the core of stakeholder thinking to overcome its restrictive shortcomings. We argue that managing stakeholder relationships is not simply meeting stakeholder demands but also involves taking into account the long-term dynamics of stakeholder interactions.

The Printemps Érable has become a landmark event in the history of Québec’s student movement. The Printemps Érable protesters expressed demands on several fronts, including the freezing of tuition fees, free education, the preservation of a just and universal student loans and bursaries programme, the right of access to higher education for all the province’s youth and freedom of association. The 2012 movement echoed protests in the 1950s. This chapter provides an overview of the history of student protest over fees and access to higher education in Québec and considers its implications for student struggles more widely. The Printemps Érable ultimately led to the freezing of tuition fees. It also ensured the preservation of the universal student loan and bursary programme, and reaffirmed the students’ right to free association. This chapter gives an historical overview of the student protest movement in Quebec, and ponders its impact on student struggles everywhere.

In this chapter, we will be describing the situation of minority groups in the labour market and in organizations in Québec and Canada. We will be focussing mainly on the situation of women and ethnocultural minorities. First, we will present a statistical picture of their situation. Second, we will explore in more depth the situation of two ethnocultural groups – the Maghrebians and the French – in Québec, ¹ to demonstrate the complexity of the situation of minority groups that cannot be portrayed by statistics alone. Then, third, we will examine some tensions specific to Western societies that have an impact on the dynamics of culturally diverse enterprises. This assessment will show that even though much progress has been made, especially for women, there is still much to do to ensure full equality and greater fairness between minority and majority groups in Québec and Canada. Furthermore, by means of a more qualitative analysis of the situation of these two ethnocultural groups, we will see that statistics do not tell the whole story.

Claude Blanchet was the first Director General of the Société de développement des coopératives du Québec (Cooperative Development Corporation), founding President of the FTQ's Fonds de solidarité (Quebec Federation of Labour Solidarity Fund) and Chief Executive Officer of the SGF (Société générale de financement du Québec, or General Investment Corporation of Québec). His lifelong passion has been to support the development of Québec, and he describes himself as being primarily a “builder of collective firms.” The purpose of this paper is to describe the life of a man who was exposed to an entrepreneurial culture from early childhood.

The paper takes the form of a case study – interview with the intrapreneur.

The paper shows that Claude Blanchet's values changed significantly as a result of his involvement in social movements. His goal became to build a modern Québec state. One of the elements characterizing his entire career is undoubtedly his courage in choosing to take unusual paths. This desire to explore and conquer new spaces is shared by most entrepreneurial actors. However, Claude Blanchet did it for reasons related to the development of Québec society.

One of the notable features of this case is the unusual career path taken by Claude Blanchet.

The purpose of this paper is to provide an overview of obstacles to socioeconomic integration faced by highly-skilled immigrant women (HSIW) to Quebec, followed by a discussion of Quebec’s socio-political context and interculturalism, in an effort to better situate these obstacles. With these in mind, implications for diversity management are discussed.

The paper is largely based on a review of the immigrant integration, interculturalism and diversity management literatures pertaining to the socioeconomic integration of highly-skilled immigrants. It focusses on the socioeconomic integration of HSIW in the Quebec context.

The authors find that researchers should continue to examine aspects of the social and political contexts in which immigrant integration and diversity management take place when conducting studies in these areas. The authors also encourage continued research pertaining to specific groups, as these may bring to light-specific dynamics that can lead to exclusion.

This paper includes implications for diversity management in organizations seeking to foster inclusive practices with regards to ethnic minorities and immigrants in general, and HSIW in particular.

The paper sheds new light on immigrant integration and diversity management in Quebec by bridging the gap between three areas of study that are interconnected but seldom discussed together: socioeconomic integration of immigrants, interculturalism and diversity management in organizations.