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The rapid transformations that characterize the world of work are leading to a redefinition of the skills required for organizational success. This context creates a gap between the skills employees possess and those deemed essential for current and future needs. To address this situation, organizations are reviewing their human resource management processes and are increasingly adopting performance management systems geared towards employee development. This article explores this approach, while examining the roles and skills that key stakeholders (human resource professionals, managers and employees) must adopt to effectively support this alternative way of managing performance in the workplace. Furthermore, we also explore the obstacles to implementation and how this form of performance management can be implemented by managers. Theoretically, the study enhances our understanding of the role and specific skills that each stakeholder must possess in a development-oriented performance management context. Practically, our study provides guidance for ensuring successful implementation within organizations.

Keywords: Development-oriented performance management, Gestion de la performance orientée vers le développement des employés, parties prenantes, stakeholders, roles, rôles, skills gap, écart des compétences

This article provides an analysis of stakeholder integration in cultural event projects outside metropolitan areas, based on the case study of the Outaouais region in Quebec. The result of doctoral research, this work uses a qualitative approach based on semi-structured interviews with 40 participants. The study identifies five complementary levels of stakeholder integration, ranging from the preliminary phase to ongoing integration after the event. By drawing on Boltanski and Thévenot’s theoretical framework of justification (1991), the analysis is not limited to tensions between different rationales for action, but identifies common references from different worlds (inspiration, opinion, project) that bring together the various actors (managers, content providers, audience). This renewed approach sheds light on the dynamics of cooperation and shows that territorial anchoring, partnerships, and technologies are key levers for integration in event projects located outside major urban centers. The study thus contributes to a deeper theoretical and practical understanding of project management in a cultural and regional context.

Keywords: event project management, gestion de projet événementiel, intégration, integration, hors métropoles, outside major cities, region, région, territory, territoire

This article reveals the existing tension between the economic objectives associated with marketliberalization and the social objectives of universality of access to the Information Society in a contextwhere the telecommunications sector is seeing a complete change of its underlying frame of reference. Thefirst section of the article describes the compromise to have a public interest and a public service modelledafter the international competitive regime insofar as specific safeguard measures of the public interest andpublic service are missing from the international legal framework. The second section proposes a revisionof the international regulatory regime according to a more coherent global solution to ensure reinforcedinternational control with regard to public service and universal service for the full blossoming of theInformation Society. With the opening of markets to competition, the distinct recognition of a right tocommunicate should be considered in order to complete the current protection of social rights.

How does the law deal with emojis, emoticons, and other digital pictograms that are intended to clarify or nuance a written text devoid of communicative tools like tone, facial expressions or gestures? Drawing on the fields of linguistics, semiology, communication theory and cultural studies, this article undertakes an empirical study of Canadian cases in order to shed light on the various ways in which emojis are conceived (notably from the point of view of international computing norms) and perceived. The article then analyzes the consequences of these findings for the law, particularly in the areas of procedural law, evidence, and legal research methodology.

Equity, Diversity and Inclusion (EDI) management in the private sector is often reduced to how it is accomplished, that is, with an action plan with performance indicators. While “methods” are proliferating, the reasons and the extent of the organizational transformations required by such a change is much less addressed. Yet, if there is one sector that is fundamentally concerned with the reason why it matters, it is the social economy and community action sector. Precisely, because it makes social transformation a central concern, especially through the willingness to act by and with its members. Based on the case of the “Comité sectoriel de main-d’oeuvre de l’économie sociale et de l’action communautaire (CSMO-ÉSAC)”, which represents 18,643 groups and organizations, this article looks at both the transformations of the sector and those of the CSMO-ÉSAC as a meta-organization. Crossing the neo-institutional theory and the idea of meta-organization, our analysis, that is based on documents and interviews, shows that the CSMO-ÉSAC embarked on a process of organizational transformation some fifteen years ago on integrating the EDI paradigm. This transformation, resulting from the normative pressure from its staff, the member organizations and the main financial backer, consists mainly of a reinterpretation and enhancement of its mission in light of EDI. In particular, this has given rise to a dynamic of continuous learning in terms of diversity – in the inspiration of learning organizations – that the CSMO-ÉSAC is trying to spread throughout its sector, however with some difficulty.

Keywords: Gestion de la diversité, équité et inclusion, organismes à but non lucratif, organisations apprenantes, transformation organisationnelle

The informal business sector continues to have considerable importance in African economies. In Mali, this sector sees a strong presence of women, especially in the agri-food sector, and at the head of micro-businesses. Despite the difficulties encountered, very small-scale informal businesses headed and owned by women continue their activity, while contributing to job and wealth creation. This exploratory research aims to understand the factors that determine the long-term vitality of this category of business. To this end, a multiple-case analysis is conducted. The results reveal the sustainability factors of agri-food microbusinesses run and owned by women in a context where the socio-cultural environment has an impact on the operation of the business. The multiple roles of Malian women and their mastery of food processing processes linked to the specific role of “kitchen specialist” enable their businesses to withstand crises and continue to operate over the long term. This research contributes to the literature by highlighting the effect of socio-cultural factors linked to the biological nature of the female manager on the sustainability of very small-scale businesses.

Keywords: Sex-role orientation, Orientation de rôles de genre, sustainability, pérennité, informal sector, secteur informel, microentreprise agroalimentaire, agri-food mikcroentreprise, Mali, Mali