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Transnational shifts experienced by Syrian refugee young adults disrupt their lives. Many start their journey as children, transition into adolescents often in countries of asylum, and resettle as young adults in countries such as Canada with the dream to rebuild their lives. Too old (+16) for the traditional school cycle, they are encouraged into adult education (AE) as their only choice to complete their high school diplomas to obtain minimum wage jobs or continue to higher education. Their progress through AE continues their destabilization, particularly in terms of their aspirations, hopes and dreams. The authors focus on the educational journeys of this population who have largely been forgotten by policies and programs for refugee integration. Drawing upon 29 interviews with Syrian refugee young adults in Quebec, using a theoretical framework of migration/aspirations and critical race theory, the authors highlight how disruption is perpetuated in their education after their arrival rather than stability.

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.

The purpose of this paper is to examine the key domestic conundrums which led to the possibility of rapprochement between Canada and the People’s Republic of China (PRC).

Adopting a “low politics” approach which emphasizes on individual actors and domestic issues that led to Sino–Canadian rapprochement, this paper draws from both primary and secondary sources which include archives and various historical documents to examine domestic socio-political and economic factors that led to the improved relations between the two states.

Sino–Canadian rapprochement was, on the one hand, the result of an increase in liberal activism and intensive socio-political change during the Quiet Revolution in Quebec (where public opinions mattered for federal party leaders) as a consequence of the collapse of ultra-conservative and anti-communist policies under the Duplessis era. Meanwhile, the PRC’s worsening economic situation as a result of the Cultural Revolution and Sino-Soviet tensions of 1968 placed China in a desperate situation to seek foreign aid. With the emergence of Pierre Trudeau’s era and Zhou Enlai’s diplomatic expertise, a further dialogue emerged which subsequently led to the normalization of relations in 1970.

Usually Canadian scholars studying China regarded 1970 as the watershed in Sino–Canadian relations, but this paper is going to illustrate that even two years before the diplomatic rapprochement, a turning point had already occurred which is 1968.

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 purpose of this paper is to analyse the cultural impact and the importance of the Montreal Canadiens hockey club for its francophone fans, as well as to define to which extent young French Canadians (“Quebecers”) associate themselves with the team as a part of their identity building process.

The authors have chosen an exploratory qualitative research. The paper first proceeded with four semi‐directed group discussions (120 people). Then the authors conducted individual interviews from a distinct sample group of 35 students. All respondents were between 18‐25 years old.

The associations of the identity form indelible memories that remain present in the heart of young French Canadians. The Montreal Canadiens appear to be an entity strongly tied to Francophone Quebec that both feeds and is fed by the team.

Admittedly, looking at the underlying motivations of the adolescents, it comes back to exploring the very subjective domains of the respondents’ personalities.

Innovative marketing strategies in an experiential framework should be a priority to favour the appropriation of a sports team and its brand by young fans.

This paper underlines the importance of culture, identity and symbolism while building a sports team brand.

Existing work on multi-level governance (MLG) has concentrated on decentring of the state (e.g., Rhodes, R. A. W. (1994). The hollowing out of the state: The changing nature of the public service in Britain. Political Quarterly, 65(2), 138–141; Rhodes, R. A. W. (1997). Understanding governance: Policy networks, governance, reflexivity and accountability. London: Open University Press; Rhodes, R. A. W. (2008). Understanding governance: Ten years on. Organisation Studies, 28(8), 1243–1264); growth of non-state actors in governing (e.g., Crouch, 2004; Jessop, B. (2004). Multi level governance and multi-level metagovernance-changes in the European Union as integral moments in the transformation and re-orientation of contemporary statehood. In I. Bache & M. Flinders (Eds.), Multi level governance. Oxford: Oxford University Press); classifying different types of governance (e.g., type 1 and type 2 MLG – see Hooghe & Marks, 2003; Ongaro, E., Massey, A., Holzer, M., & Wayenberg, E. (Eds.). (2010). Governance and intergovernmental relations in the European Union and the United States: Theoretical perspectives. Cheltenham: Edward Elgar). The purpose of the chapter is to complement these approaches by focusing on politics and political strategies in multi-level systems.

The chapter draws on an extensive literature in governance and political accountability and on political dynamics, management and strategies within multi-level state systems. Although in international context, particular accentuation is placed on the UK case.

There are three broad findings. First, while the growth of MLG and in particular supra state activities and institutions have undermined conventional conceptions of political accountability, more nuanced interpretations are provided; as are cases of successful popular challenge to a seemingly inevitable application of neo-liberal new public management driven approaches to public service provision, as witnessed in examples of public service de-privatisation and re-municipalisation. Second, as seen in the United Kingdom, political strategies in a multi-state system are presented in terms of zero sum or alternatively win-win scenarios. In Scotland, for example, though there have been difficulties for state wide parties in managing multi-level politics in the devolved arena, yet in that arena win-win strategies have been played out; and in Northern Ireland with a contextual backdrop of conflict, there is also evidence of win-win political actions. Third, some general findings are presented which outline a range of centrifugal and centripetal forces found in some European countries and how these affect the choice of political strategy.