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This research aims to explore factors influencing accountants' usage of enterprise resource planning (ERP) at a global development agency. The paper tests a model, which hypothesised that attitudes, performance expectancy, effort expectancy, social influence and self-efficacy would have significant and positive effects on behavioural intention to use, and facilitating conditions and behavioural intention would have significant and positive effects on frequency of use (actual usage).

The study utilised a quantitative approach through an online survey of 104 respondents from the different countries that the organisation operates within.

Using multiple regression analysis, the findings showed that attitudes towards use, performance expectancy, self-efficacy and effort expectancy were significant predictors of behavioural intention to use the ERP system. Behavioural intentions and facilitating conditions significantly and positively influenced actual ERP usage. Social influence was found to be non-significant.

The study used a small sample drawn from a single organization.

The paper tests a model of usage of ERP and identifies those factors that are likely to influence ERP usage in a global development agency.

The paper supplements the existing literature on ERP usage in global organizations.

1. Preface There are by now no sentences left with which to make a dramatic introduction to a paper on microprocessors. The very best sentences have long since become part of common parlance, and most of those were never true anyway. The real facts about microprocessors are increasingly mundane and certainly socially depressing: as things stand right now it is quite uncertain that Britain will be a richer, more contented land by the year 2,000. There is no point in pretending that everything is fine. Most things are fairly bad: the rate at which British industry is making any attempt to come to terms with the microprocessor; the rate at which microprocessor engineers are being produced; the relatively low status afforded to anything practical; the evidence to date of union attitudes towards technology‐originated redundancies; all of these are cause for concern. We are in the middle of something qualitatively different from the last 50 years of industrial change, and the social implications are more than most will admit to. Employment will drop. To believe that workers replaced by microprocessor systems will inevitably find jobs in the construction of those same microprocessor systems is as foolish as thinking that horses replaced by motor cars could find jobs in the various branches of the auto industry.

In the present chapter, we present the case study of the only woman film director who has ever won an Academy Award for Best Director, Kathryn Bigelow. We analyzed 43 written interviews of Kathryn Bigelow that have appeared in the popular press in the period 1988–2013 and outlined eight main themes emerging regarding her exercise of leadership in the cinematic context. We utilize three theoretical frameworks: (a) paradoxical leadership theory (Lewis, Andriopoulos, & Smith, 2014; Smith & Lewis, 2012); (b) ambidextrous leadership theory (Rosing, Frese, & Bausch, 2011), and (c) role congruity theory (Eagley & Karau, 2002) and show how Bigelow, as a woman artist/leader working in a complex organizational system that emphasizes radical innovation, exercised paradoxical and ambidextrous leadership and challenged existing conventions about genre, gender, and leadership. The case study implications for teaching and practice are discussed.