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Canadian immigration and settlement practices have been altering individuals' names since the mid-1800s. From the common explanations of immigration officials engaging in novel orthography as they completed forms, to families altering their names to make them easier for their neighbours to pronounce, a range of dominant cultural influences were at work. Today, these forces continue; they are evident in such techno-bureaucratic minutiae as maximum character lengths for permanent residents' names, and in the decade-long policy encouraging people with the religiously-significant Sikh names 'Kaur' and 'Singh' to remove these names before applying to immigrate (CBC, July 2007). They are also heard in day-to-day introductions as some newcomers choose to use common English or French names to present themselves, and to potentially make themselves more employable (Ng et al., 2007). With these and other scenarios in mind I ask, in what ways and through what means do minority culture members and migrants to Canada change their names? What roles do legislation, policy and state regulated data collection procedures have in these shifts? How are names altered through less official interactions? What implications do these name changes have for Canada as a nation-state? What are the outcomes in terms of nationalism or cultural pluralism? ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]

This article presents several conference paper abstracts about organization and management theory. The conference paper entitled "Multiple Logics in the Decision-Making Process," by Sergio Janczak, is a qualitative empirical study that reveals the multiple logics which managers, in undertaking projects, used to influence other employees. This paper seeks to contribute to the literature decision-making process by exploring further the often ignored area of middle management's processes. In addition, as an exploratory approach this paper aims to reveal the factors that influence such processes. The design of this qualitative study includes the identification of a sample of 59 projects undertook by 39 middle managers in 35 complex multidivisional organizations in Canada. The conference paper entitled "The Ecology of Strategic Positioning: Mutualism, Competition, and Inertia," by Stanislav D. Dobrev, Tai-Young Kim, and Glenn R. Carroll develops an ecological theory of the strategic positioning of all firms in an organizational population across its evolution. Drawing on established ecological theories and notions of strategic positioning from the management literature, we contend that processes of mutualism, competition, and inertia shape the propensity of firms to move in the market space.