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AbstractAfter greeting the recent propositions of the E.C.C.'s Report ("Au-delà des frontières") as a potentially useful document to encourage discussions on the efficiency of our institutions, the reviewer recasts them in a first best framework, a second best one and a socio-cultural one. By any standard, these propositions are disappointing: irrealist if their target is a world-wide first best, illogical if aiming at a second best world, countermarches if done to enhance cultural identity. The author concludes by suggesting that the E.C.C. was not exactly conceived to promote such an academic oratorio.

The purpose of this research is to clarify a new area of human resource management, i.e. the practice of career management. Up to now studies investigated this field by describing career activities one by one instead of describing the career system (i.e. the configuration of these activities). Such a gap can be bridged by developing a taxonomy of career Systems.Building such a taxonomy involves a three-step data analysis strategy. Firstly, principal component analysis is used to group 14 career activities into a few dimensions (grouping of variables). Secondly, cluster analysis (Ward method) takes advantage of these three dimensions to identify career Systems (grouping of observations). Thirdly, a profile of clusters is obtained through analysis of variance.A questionnaire was sent to 1061 organizations in Québec. Of these, 254 were retumed (23.9 % response rate). The profile of this sample is as follows: 57 % of private firms, median size of 600 employees, mean unionization rate of 69 %. More than 70 % of respondents are heads of the human resource function. Three dimensions emerged from the principal component analysis. The first axis that is called "organizational career" includes five career activities (succession planning, high potential management, data collection on employees, job matching and data collection on future jobs). The second axis called "internal staffing" has three career activities (job posting, promotion from within and lateral mobility). The last axis called "individual career" has two career activities (career planning and career counselling). Four types emerged from cluster analysis. The first one called "traditional model" (30 % of observations) is characterized by a strong involvement in internal staffing and a weak one in organizational career. The second one, called "anemic model" (39 % of cases), has a weak involvement in both internal staffing and organizational career. The third one, called "organizational model" (19 % of observations), has a strong involvement in both internal staffing and organizational career. The last one, called "club model" (17 % of cases), has a strong involvement in individual career but a weak one in internal staffing as well as in organizational career.The present study showed that this taxonomy has some validity since these four types were found to be linked to several variables not previously used in the cluster analysis. These variables used for validation purposes deal with (1) the context (e.g. organizational size, business strategy, employee relations philosophy), (2) internal staffing System (e.g. staffing strategy, mobility culture), and (3) the career System itself (e.g. number of career activities, career objectives).Profiling each type was then carried out. For instance the organizational model is associated with a strong employee relations philosophy, a strong mobility culture, a large number of career activities, and so on while the anemic model is related to a weak employee relations philosophy, a weak mobility culture and a small number of career activities.Then the four types are discussed. Our results show that the traditional and anemic models prevail (69 % of the sample), which means that the majority of career Systems do not try to reconcile employees' and employer's needs.

SummaryHaving pointed out how difficult it is to define what is daringly contemporary, the author first identifies the major players in the contemporary art market and then analyzes how this market is affected and influenced by the international cultural.

This article presents the results of an inquiry on an online community of poker players who exchange opinions about their practices and game habits in a discussion forum. A content analysis of these discussions aims to shed light on the peculiar relationship these aspiring professional poker players have with the game itself, and on how it is affected by the attendance of an online space. The article will show that the players' pratices are thought of as a journey, on which one plays in order to improve his game and become a “winning player”. It will also outline the disciplinary framework through which the players view the game by looking into the founding principles of the rules that players constrain themselves to in their objective to become “winning players”. The analysis also reveals the structuring character of the opposition between “pigeons” and “good players” in the discourses and representations of players who attend the forum. It will ultimately demonstrate that the participation in these electronic exchanges may enable players to gather around a shared marginal conception of the game, while their family circle often seem to worry about their game habits and their relationship to the game.

AbstractFor almost 20 years, several researchers and stakeholders of the municipal world suggest that culture is an engine of local economic development. Recently, the strategy of the creative city was debated, but nonetheless, it has also attracted interest from local players. This article aims to highlight the consequences of the implementation of this strategy. The case of Sudbury (Ontario) serves to illustrate our analysis of patterns of spread, legitimization and popularization of this strategy beyond large urban centers.

Keywords: Ville créative, politiques culturelles, arts et culture, Ontario, Creative city, cultural policy, arts and culture, Ontario