Audrey Laurinlamothe

Total Page:16

File Type:pdf, Size:1020Kb

Audrey Laurinlamothe UNIVERSITÉ DU QUÉBEC À MONTRÉAL LES ÉLITES ÉCONOMIQUES QUÉBÉCOISES DANS LE CONTEXTE DE L’ENTREPRISE FINANCIARISÉE THÈSE PRÉSENTÉE COMME EXIGENCE PARTIELLE DU DOCTORAT EN SOCIOLOGIE PAR AUDREY LAURIN-LAMOTHE MAI 2017 REMERCIEMENTS Je remercie mes deux directeurs de thèse, Élias Rizkallah et Frédéric Hanin, qui ont guidé mon travail avec une rigueur exceptionnelle. Élias Rizkallah s’est montré plus que disponible et attentif à mes demandes diverses, parfois urgentes et même désespérées, et ses objections d’ordres épistémologique, méthodologique et sociologique ont toujours été d’une grande justesse. L’expertise de Frédéric Hanin en matière de théories économiques, d’histoire des institutions économiques et, plus particulièrement, d’économie financière m’a considérablement inspirée et m’inspire encore aujourd’hui. Le travail accompli par les membres du jury m’a été fort précieux pour l’avenir de mes travaux. Je remercie donc Tristan Auvray, Mathieu Dufour et Louis Gaudreau de leur disponibilité pour la relecture, la critique et l’évaluation de cette thèse. Je souhaite remercier le personnel de l’université, dont l’apport dans l’accompagnement des étudiant.e.s est malheureusement trop souvent rendu invisible. Je suis reconnaissante aux employées administratives du département de sociologie et particulièrement à Thérèse Essiambre, à Josée Parenteau et à Anny Laflamme, pour leur disponibilité à mon égard. Je remercie également Joëlle Clément de la Faculté des sciences humaines et François Drainville du Service de soutien académique pour l’aide dans la préparation de mon dossier et la confiance qu’ils m’ont accordée tout au long de mon parcours académique de troisième cycle. Plusieurs collaborateurs m’ont sortie par moment de l’isolement propre à la rédaction et m’ont fourni une aide précieuse. Merci à Rachad Antonius, de qui j’ai pu recevoir de très utiles conseils méthodologiques, à Kevin Young, qui m’a intégrée à son équipe de recherche sur l’analyse des réseaux sociaux, ainsi qu’à François L’Italien, pour sa disponibilité dans divers projets. iii La relecture minutieuse et commentée de ma thèse par Céline Hequet, Christian Pépin et Nafi Niang s’est avérée indispensable quant à la clarification des idées et la qualité du texte. Je les en remercie vivement. En dernier lieu, je souhaite remercier Michel Ratté, mon compagnon de vie, qui, au cours de ses quatre dernières années, par sa présence, son écoute et ses encouragements m’a aidée à dépasser les moments les plus difficiles et m’a insufflé un esprit serein lors de la rédaction. Pour cela et pour sa lecture attentive de ma thèse, je lui suis profondément reconnaissante. Cette thèse aurait certainement commencé à être mise en œuvre, mais jamais n’aurait- elle été achevée sans l’appui financier du Conseil de recherche des sciences humaines du Canada, de la Faculté des sciences humaines de l’UQAM, de la Fédération canadienne des femmes diplômées des universités et de l’Association des professeurs retraités de l’UQAM. Puisse l’indépendance des savoirs continuer d’être assurée par un financement échappant aux forces extérieures indues qui pèsent sur l’université. TABLE DES MATIÈRES RÉSUMÉ XIX SUMMARY XXI INTRODUCTION 1 Problématique de la recherche 1 Méthodologie et démarche de recherche 5 Structure de la thèse 7 PARTIE I. FINANCIARISATION ET ENTREPRISE 17 CHAPITRE I 18 LE CIRCUIT DE LA FINANCIARISATION DE L’ÉCONOMIE 18 Remarques préliminaires 18 1.1 De la place de la finance dans l’économie au concept de financiarisation 19 1.1.1 Une définition de la financiarisation 21 1.2 L’émergence de la finance globalisée 23 1.2.1 Les phénomènes économiques à l’origine de l’accumulation financière 25 1.2.2 Le décloisonnement des activités financières 30 1.2.3 La déréglementation des taux de change et des taux d’intérêt 32 1.2.4 La désintermédiation des banques par le recours à la titrisation 33 1.2.5 L’expansion des produits dérivés 35 1.3 La liquidité au cœur du rapport entre les circuits industriel et financier 36 1.3.1 Le circuit industriel du capitalisme avancé 37 1.3.2 La liquidité au cœur du circuit financier de valorisation 38 1.3.3 Le phénomène d’encastrement du circuit industriel par le circuit financier 39 1.3.4 L’autoréférentialité de la valeur 45 1.4 La fonction des crises financières 49 1.4.1 L’hypothèse de l’instabilité financière 49 v 1.4.2 Spéculation et crise financière 50 1.4.3 La crise québécoise des PCAA 53 1.4.4 Les implications spécifiques de la crise de 2008 55 Récapitulation 56 CHAPITRE II 58 FINANCIARISATION DE L’ENTREPRISE 58 2.1 Introduction à l’entreprise corporative comme lieu d’accumulation dans le capitalisme avancé 59 2.1.1 Les corporations instituées sous forme de chartes 61 2.1.2 La révolution corporative et la consolidation du capitalisme managérial 62 2.1.3 L’évolution des conceptions du contrôle corporatif 69 2.2 La transformation de la société cotée par la financiarisation 70 2.2.1 De la gouvernance des parties prenantes à la gouvernance par la création de valeur actionnariale 72 2.2.2 La financiarisation des stratégies d’affaires 74 2.2.3 Les normes comptables internationales : vers une homogénéisation des pratiques 78 2.2.4 La valeur économique ajoutée : outil de contrôle de la structure corporative 82 2.2.5 Le recours aux services de conseil des firmes externes 84 2.2.6 Synthèse des domaines encadrant les activités de l’entreprise financiarisée 87 2.3 Financiarisation de la gouvernance et de la rémunération des dirigeants 89 2.3.1 Les principes d’une gouvernance financiarisée 90 2.3.2 La théorie positive de l’agence 91 2.3.3 La rémunération financière des cadres 97 2.4 Les effets de la financiarisation sur les acteurs de l’entreprise 103 vi PARTIE II. ÉLITES ÉCONOMIQUES ET MÉTHODE D’ANALYSE DES RÉSEAUX SOCIAUX 104 CHAPITRE III 105 UNE SOCIOLOGIE CONTEMPORAINE DES ÉLITES ÉCONOMIQUES 105 3.1 Naissance et renaissance des travaux sociologiques sur les élites 107 3.1.1 L’éclipse de la sociologie des élites : 1970-2000 110 3.2 Les élites de contrôle des sociétés 114 3.2.1 Les hauts cadres en tant que technocrates 116 3.2.2 Du gestionnaire industriel à l’acteur financier 117 3.2.3 Le pouvoir administratif du conseil d’administration 121 3.2.4 Le pouvoir normatif des conseillers 125 3.3 Les élites de propriété 129 3.3.1 Le pouvoir bancaire 130 3.3.2 L’actionnaire : l’investisseur institutionnel 133 3.3.3 L’accumulation de type bourgeoise par l’entreprise à double cotation 135 3.4 Formation et particularités locales des élites économiques 142 3.4.1 Le Canada français et la période d’industrialisation 143 3.4.2 La montée du capitalisme canadien et sa régionalisation 145 3.4.3 Le modèle de développement québécois 146 3.4.3 Les années 1990 et la mondialisation 149 3.4.4 Les élites canadiennes et transnationales 150 3.5 Conceptualiser le pouvoir des élites économiques 152 3.5.1 La détention d’un pouvoir particulier 152 3.5.2 Vers un concept des élites économiques 155 CHAPITRE IV 160 LA MÉTHODE D’ANALYSE DES RÉSEAUX POUR L’ÉTUDE DES ÉLITES 160 4.1 L’approche sociologique du réseau social 161 4.1.1 Les interrelations au fondement de la science de la société 162 4.1.2 La théorie de l’acteur-réseau : une proposition radicale sur l’ontologie du sujet 164 vii 4.2 L’approche structurale d’analyse des réseaux sociaux 166 4.2.1 Une méthode complémentaire à l’analyse des attributs 167 4.2.2 Les approches positionnelle et réputationnelle dans la construction du réseau 168 4.2.3 Les notions descriptives au cœur de la démarche d’analyse structurale des réseaux sociaux 169 4.3 L’analyse des réseaux sociaux dans le domaine de la sociologie économique 171 4.3.1 Le contrôle social illustré par l’analyse de réseaux sociaux 172 4.3.2 L’interrelation entre administrateurs de sociétés 173 4.3.3 Les limites de l’étude des réseaux sociaux entre entreprises 178 4.4 L’apport de la méthode d’analyse des réseaux sociaux dans l’étude des élites économiques québécoises 179 PARTIE III. DEVIS ET RÉSULTATS DE RECHERCHE SUR LES ÉLITES QUÉBÉCOISES 181 CHAPITRE V 182 DÉMARCHE EMPIRIQUE 182 5.1 L’objet de recherche, les questions et les hypothèses 183 5.1.1 Les questions de recherche 183 5.1.2 Pertinence de la recherche 185 5.1.3 La détermination de l’élite par les mesures de centralité dans le réseau 186 5.1.4 Les hypothèses sur les profils d’individus 190 5.1.5 Les hypothèses sur les interrelations du conseil d’administration 191 5.1.6 Les hypothèses sur les membres de la haute direction 195 5.1.7 Les hypothèses sur le rôle du secteur financier dans la dynamique du réseau 199 5.1.8 Les hypothèses sur les organisations économiques 199 5.2 Matériaux de recherche 202 5.2.1 Échantillonnage et matériau d’analyse de la rémunération des dirigeants 202 5.2.2 Données sur le bilan national et sur les avoirs des Canadiens 203 5.2.3 Échantillonnage et prétraitement de données de la base de données BoardEx 203 viii CHAPITRE VI 210 TRAJECTOIRE DE LA RÉMUNÉRATION DE LA HAUTE DIRECTION QUÉBÉCOISE 210 6.1 La haute direction et son positionnement dans la stratification économique québécoise 211 6.2 Description de l’échantillon 215 6.2.1 Profil des individus 215 6.2.2 Profil des entreprises 216 6.3 Rémunération totale et rémunération financière par année 218 6.3.1 La rémunération totale 218 6.3.2 La rémunération financière 220 6.3.3 Aperçu de la rémunération totale et financière par secteur 223 6.3.4 Comparaison de la rémunération en 2004 et 2012 par entreprise 224 6.4 Composition de la rémunération 226 6.5 Effets simples et combinés des variables explicatives sur la rémunération 228 6.5.1 Relations et effets
Recommended publications
  • Sickkids-Annual-Report-2020-2021.Pdf
    A YEAR OF BRAVERY AT SICKKIDS ANNUAL REPORT 2020-2021 CONTENTS 3. A Message from Our Leaders 4. SickKids VS COVID-19 6. A New Mindset 8. One Million Donors. One Million Bravery Beads. One New SickKids. 10. Isla’s Journey 12. The Big Breakthroughs 14. Our Donor Community: Your Impact 15. By the Numbers 17. Foundation Financials 19. Hospital Financials 21. Board Members and Cabinet Volunteers ANNUAL REPORT 2020-21 2 A MESSAGE FROM OUR LEADERS xtraordinary times call for extraordinary bravery, and SickKids is responding to the COVID-19 pandemic with exceptional fortitude and resilience. Our deepest gratitude extends to our E courageous frontline staff, who are keeping patients and families safe—our top priority. Care at SickKids is rapidly evolving to address community needs. Targeted outreach has helped detect and curtail COVID-19 outbreaks through on-site testing at schools and congregate care settings. SickKids supported care from a distance with nearly 100,000 virtual visits this past year. We also launched a new virtual urgent care program to give our paediatric patients and families a new option to seek urgent care from home. It allows families to determine what type of care is needed, access reliable health education resources and, for eligible patients, participate in live virtual urgent care visits. After ramping down clinical activity early in the pandemic, we carefully restored full operative care, ensuring the safe delivery of vital surgeries. We strengthened partnerships with overburdened hospitals and took measures to support the broader health-care system. That is why we accepted children from other hospitals and took the unprecedented step of supporting adult patients with COVID-19—while ensuring we delivered high-quality care for all our patients.
    [Show full text]
  • Information Circular
    Barrick Gold Corporation Information Circular Notice of Annual Meeting of Shareholders April 25, 2017 | Toronto, Ontario Welcome to Barrick Gold Corporation’s Notice of Annual Meeting of Navigation and Task buttons Shareholders Information Circular. This pdf version of the Circular has been enhanced with navigation and task buttons to help you navigate Close Document through the document and find the information you want more quickly. Search The table of contents and URLs link to pages and sections within the document as well as to outside websites. The task buttons provide quick Print access to search, print, save to disk and view options, but may not work Save to Disk on all browsers or tablets. Two Page View Single Page View Table of Contents Next Page Previous Page Last Page Visited Inside this Circular Letter from the Executive Chairman ....................................................................... II Letter from the Lead Director ............................................................................ IV Notice of 2017 Annual Meeting .......................................................................... 1 Key Terms ............................................................................................ 2 Meeting and Voting Information ......................................................................... 3 Business of the Meeting ................................................................................ 8 Barrick’s Financial Statements .........................................................................
    [Show full text]
  • Proxy Circular
    ANNUAL MEETING APRIL 10, 2013 BANK OF MONTREAL Notice of Annual Meeting of Shareholders and Management Proxy Circular Please take a moment to vote. Your participation as a Shareholder is important to us. This document tells you who can vote, what you will be voting on and how to vote. Invitation to Shareholders Please join the Bank of Montreal’s Board of Directors and senior leadership team for the: Annual Meeting of Shareholders April 10, 2013 at 9:30 a.m. (local time) Delta Bessborough, 601 Spadina Crescent East, Saskatoon, Saskatchewan This important meeting is your opportunity to hear first-hand about our performance and plans for the future - and for us to respond to any questions you may have. We encourage you to attend in person or by webcast via the Internet. This meeting is also your opportunity to vote on important matters. Even if you plan to attend the meeting, please submit your proxy vote ahead of Invitation to Shareholders time by using the easy-to-follow procedure explained in this Management Proxy Circular. We urge you to make your vote count. Our website will carry live coverage of the meeting, as well as a recording after the meeting. Online, you can also find our 2012 Annual Report, our quarterly results, presentations to the investment community, and other useful information about us. Directors and management never lose sight of the fact that we guide this enterprise on behalf of you, our Shareholders. We look forward to your par- ticipation on April 10. Sincerely, J. Robert S. Prichard William A.
    [Show full text]
  • 1 ANNUAL REPORT 2019-20 Message from Our Leaders 3
    1 ANNUAL REPORT 2019-20 Message from our Leaders 3 Foundation Financials 4 Hospital Financials 7 By the Numbers 9 Life Can Change in a Heartbeat 12 SickKids VS Fragmented Health Services 13 A New SickKids for a New Era 14 The Big Breakthroughs 15 Board Members 16 Campaign Cabinet Volunteers 19 2 ANNUAL REPORT 2019-20 MESSAGE FROM OUR LEADERS Personal protective equipment, one-visitor-per-patient policies, isolation — these are indeed extraordinary times. The demands of the COVID-19 pandemic are unlike anything we have experienced before. And SickKids is rising to the challenge. We are protecting ourselves with masks and gloves. We are fast-tracking our virtual care expansion. We are building innovative processes to recycle masks and finding new ways to fight the virus. But most of all, we are moving forward. In October, we put our shovels in the ground at a historic groundbreaking ceremony. Braving wind and rain, a crowd of cheering SickKids supporters joined Mayor John Tory, SickKids President Dr. Ronald Cohn, SickKids Foundation CEO Ted Garrard, and many distinguished guests to mark the beginning of construction of the Patient Support Centre — a 22-storey, state-of-the-art education, training and administrative hub slated to open in 2022. In March, we launched SickKids 2025, our bold new strategic plan that will shift us from a one-size-fits-all approach to individualized care tailored to each patient’s unique characteristics, from their genetic code to their postal code. With the support of our staff, community partners and funding agencies led by the Ontario Government, the future for children’s health is bright.
    [Show full text]
  • Annual Report 2016-17
    Annual Report 2016-17 TRANSFORMING MOBILITY Entry from Imagine Eglinton Children’s Art Contest by Arianna, age 6 -Envisioning Eglinton Avenue once the Eglinton Crosstown LRT is complete II METROLINX ANNUAL REPORT 2016-2017 “ Metrolinx is about creating real connections for real people.” METROLINX ANNUAL REPORT 2016-2017 III MESSAGE FROM THE CHAIR In 2016-2017, Metrolinx marked 10 years creating connections and transforming the way people move within and between communities in the Greater Toronto and J. ROBERT S. PRICHARD Hamilton Area (GTHA). In reflection, it’s always easy Transit Commission (TTC) stations Finally, I’d like express the deep to think in terms of projects and on all surface vehicles—a year respect and lasting gratitude of completed and milestones ahead of schedule. One card that the Board of Directors to Bruce achieved. But Metrolinx is about lets you travel throughout the McCuaig for his outstanding creating real connections for real region. That’s real convenience. leadership as Metrolinx President people. Our goal is to change & Chief Executive Officer the way residents of the GTHA This wouldn’t have been possible over more than six years. In interact with their region. without the efforts of our March, Bruce announced he exceptionally talented executive would be transitioning to a To that end, I’m proud to team and the dedicated front-line federal role in the Privy Council highlight events in the last year, staff who made it all happen— Office as Executive Advisor such as the completion of the people who live and work in the to support the launch of the Eglinton Crosstown Light Rail region, and understand the value Canada Infrastructure Bank.
    [Show full text]
  • The Canada We Want in 2020
    The Canada We Want In 2020 # Can2020 Conference Ottawa Convention Centre October 2 – 3, 2014 Thank You to our conference sponsors without whom none of this would be possible Media partner Audio visual services for the conference provided by Welcome to the #Can2020 Conference When you registered, we asked you what kind of Canada you wanted by the year 2020. It is a compelling question, and one that we hope inspires you to think beyond the normal boundaries of our policy and political cycle. And with an election on the horizon, and the marketplace for new ideas open, now is exactly the time to do that. That is why is we are so happy that you are here. The ideas, issues and challenges we are about to tackle together will only come to life through your questions, your insight, and your openness to think in new ways. Over these next two days, we will hear from some of the most well-known and influential policy, business and thought-leaders from Canada and around the world. As well, on our second stage, we will be learning the tools and tactics of new organizing from some of the most experienced campaigners and advocacy professionals operating today. This marriage of policy and politics is essential for building a modern progressive movement in Canada. Treat this book like your guide for the conference. It holds the full agenda, the participant lists and their bios, a stage map, and more. And during the conference, we encourage you to amplify what you see and hear through social media using our hashtag #Can2020.
    [Show full text]
  • The Ties That Bind: Ted Rogers, Larry Tanenbaum, and the Toronto Sport Elite
    CENTRE FOR SPORT POLICY STUDIES WORKING PAPER SERIES THE TIES THAT BIND: TED ROGERS, LARRY TANENBAUM, AND THE TORONTO SPORT ELITE Russell Field University of Toronto (now University of Manitoba) March, 2003 CSPS Working Paper No. 2 www.sportpolicystudies.ca The Centre for Sport Policy Studies (CSPS), in the Faculty of Kinesiology and Physical Education at the University of Toronto, is engaged in empirically-based research in the service of sport policy, monitoring and evaluation studies, and education and advocacy for the two most important ambitions of Canadian sport: ‘sport for all’ (widespread grassroots participation) and healthy high performance in elite-level sports. The Working Papers represent an important part of the work of CSPS. Working Papers Editor: Peter Donnelly (Director, Centre for Sport Policy Studies) [email protected] Field, Russell. (2003). The Ties That Bind: Ted Rogers, Larry Tanenbaum, and the Toronto Sport Elite. Centre for Sport Policy Studies Working Paper Series, No. 2. Toronto: Centre for Sport Policy Studies, Faculty of Physical Education and Health, University of Toronto. Creative Commons License All CSPS Working Papers, Position Papers and Research Reports are the intellectual property of their author(s) and are licensed under a Creative Commons Attribution- NonCommercial-NoDerivs 3.0 Unported License. CSPS Working Papers, Position Papers and Research Reports may be distributed or cited as long as the author(s) is/are appropriately credited. CSPS Working Papers, Position Papers and Research Reports may not be used for commercial purposes or modified in any way without the permission of the author(s). For more information please visit: www.creativecommons.org/licenses/by-nc-nd/3.0/.
    [Show full text]
  • Your Vote Matters
    Your vote matters. Notice of Annual Meeting of Shareholders and Management Proxy Circular Annual Meeting April 5, 2016 Bank of Montreal Please take a moment to vote. Your participation as a Shareholder is important to us. ® This document tells you who can vote, what you will be voting on and how to vote. Your Vote Matters Choose to vote in one of three ways: ‰ Vote online by visiting www.investorvote.com (registered shareholders, including BMO employ- ees) or www.proxyvote.com (non-registered shareholders) ‰ Vote by returning the enclosed form of proxy or voting instruction form by mail or fax ‰ Vote in person at the annual meeting of Shareholders Detailed voting instructions for non-registered and registered shareholders can be found starting on page 7 of this Management Proxy Circular. Location of Annual Meeting Of Shareholders BMO Financial Group 407 Institute for Learning Pearson 3550 Pharmacy Ave. International Woodbine Ave Airport Toronto, Ontario Yonge St Holiday Inn Steeles Ave Steeles East 53/53A 404 BMO Financial Group PARKING Institute for Learning Located on the West side of the building. Gordon Baker Road Finch Finch Ave N Pharmacy North 167 Victoria Park Ave Victoria Park Pharmacy Ave Sheppard Don Valley Parkway Don Mills Sheppard Ave 401 York Mills Ellesmere Ave Bus Route Yonge Subway Line and Go Bus Stop Sheppard Subway Line For more up-to-date bus/subway information, call Toronto Transit Commission at 416 393-4636. DIRECTIONS From West: ‰ 401 Eastbound to Don Valley Parkway (DVP) exit ‰ Take 404 North to Steeles and Woodbine exit (Exit 22) ‰ Stay right and turn right on to Steeles Avenue ‰ At the 3rd set of lights, turn right on Pharmacy Ave.
    [Show full text]
  • 2018 Information Circular
    Barrick Gold Corporation Information Circular Inside this Circular Letter from the Executive Chairman ....................................................................... II Letter from the Lead Director ............................................................................ IV Notice of 2018 Annual Meeting .......................................................................... 1 Key Terms ............................................................................................ 2 Meeting and Voting Information ......................................................................... 3 Business of the Meeting ................................................................................ 8 Barrick’s FinancialStatements .......................................................................... 8 Electing Directors .................................................................................... 8 Appointing the Auditor ............................................................................... 8 SayonPay Advisory Vote ............................................................................. 9 Other Business ...................................................................................... 9 Executive Summary .................................................................................... 10 Our Commitment to Corporate Governance ................................................................ 19 Directors ............................................................................................. 23 Committees
    [Show full text]
  • Foundation Annual Report
    ANNUAL REPORT 2016-17 TABLE OF CONTENTS 3 MESSAGE FROM OUR LEADERS 10 ALLIES IN CHILD HEALTH 18 BY THE NUMBERS 4 FOUNDATION FINANCIALS 12 OPERATION UPGRADE 20 BOARD MEMBERS 6 HOSPITAL FINANCIALS 14 BUILDING A NEW SICKKIDS 22 CATALYST DONORS 8 A HEART THAT REPAIRS ITSELF 16 UNRESTRICTED GIVING 23 OUR DONORS 2 | ANNUAL REPORT 2016-17 MESSAGE FROM OUR LEADERS SickKids has always been on the front lines in the fight for child health. This year was no different. Thanks to the dedication of our people and the support of government, our community, and our partners, SickKids continued to advance paediatric care. But the future presents new challenges. Unprecedented change is happening across health care. Medicine today is advancing faster than ever. At the same time, we’re caring for more children with complex medical issues and facing huge demands on our system. As a leader, SickKids has great capacity, and even greater potential, to shape the future of child health. As you will read in this Annual Report, driving breakthrough research in heart surgery; partnering with other institutions to deliver better care; and re-imagining our operating suites are just a few of the ways we are seeking to overcome current limitations so we can unleash our full potential. Before us is a once-in-a-lifetime opportunity to re-imagine SickKids and transform child health – to reduce preventable harm by prioritizing patient safety; to deliver more coordinated care by working with our partners and implementing a new electronic health information system; and to build a campus that will be adaptable to new care-delivery models, technologies, diseases and patient populations.
    [Show full text]
  • Celebrating Our 2012 Canadian Diversity Champions
    DEDICATE D TO THE ADVANCE MENT OF PROFESSI ONAL WOMEN MAGAZINE + Celebrat ing our 2012 Canadian Diversity Champi ons 2 e nd Annual Special Issu CELE BRATI NG WOMEN OF IN FLUENCE’S 2 012 CAN ADIAN DIV ERSITY CHAMPIONS LISA HEIDMAN LL.B. SENIOR CLIENT PARTNER, THE BEDFORD CONSULTING GROUP, NORTH AMERICAN DIRECTOR OF BEDFORD LEGAL t this time last year and in the number of women on S&P 500 by 41% in terms of return on equity and conjunction with Women of company boards was approximately 56% in operating results.” In addition, A Influence’s inaugural magazine 16%, according to recent Bloomberg Catalyst research has consistently edition celebrating the Top 25 Women rankings. The statistics at the CEO and demonstrated that companies with more of Influence we felt it was important senior executive level, while improving, women in corporate officer positions to also recognize and celebrate the were similarly slight. Catalyst, the and on their boards financially leadership of outstanding men at the leading global research organization outperform those with fewer women. board and executive tables, who had dedicated to expanding opportunities Although the 2012 statistics have opened doors, sponsored and mentored for women in business, reported that not yet significantly changed on either upcoming senior executive women women held 14.4% of executive officer side of the border, what has changed and who had each led the way for their positions in Fortune 500 companies. dramatically in the past year is that own corporation’s innovative diversity Further, Forbes.com noted, “that men the business case for diversity is really initiatives, while championing women still make up 92% of the highest paid catching on, globally.
    [Show full text]
  • Bibliography on Canadian Marketing
    References on the History of Canadian Marketing Found in Textbooks, Journals and Other Sources From the Seventeenth Century to the Present Compiled and Partially Annotated by Robert D. Tamilia PhD Professor of Marketing Department of Marketing, ESG-UQAM With the assistance of Stanley J. Shapiro PhD Former Dean and Professor Emeritus, Simon Fraser University (Updated July, 2011) The literature cited in this bibliography is far more extensive than the select list of recommended references we published in the Journal of Historical Research in Marketing (Shapiro and Tamilia, 2011). This is the “Master List” from which a recommended set of references was selected for the annotated bibliography that appeared in JHRM. Also, the JHRM article provided references up to the beginning of WW2. This Master list goes beyond that period and attempts to be current. References from newspapers and trade magazines are largely ignored in this listing. However, some are included because they had been subsequently referenced in texts that were consulted. Searching every issue in trade magazines over the past one hundred years or more in order to locate all relevant marketing articles would have been an enormous task. Also, even locating early issues of such trade magazines as Canadian Grocer , Canadian Magazine , Industrial Canada, Marketing Magazine, Financial Post Magazine, Executive , and many others no longer published would have taken far more time and effort than we had available. Fortunately, some of this literature was cited in the Mallen and Litvak (1966) annotated bibliography on Canadian marketing. However, the majority of the references cited in their 119 page monograph were authored between 1960 and 1966.
    [Show full text]