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The end of the twentieth century was filled with an ironic mix of panic and fatalism; together with optimism and hope. ‘Digital armageddon’ in the form of the Y2K bug was reportedly on the horizon (Vulliamy, 2000), but as we know, never transpired. If, however, Y2K had materialised and affected technology as predicted, the consequences would have had profound macro and micro impacts – economically, politically, socially and spatially. Cities – with their super-concentration of technological infrastructure, hardware and software – would arguably have endured the brunt of this catastrophe. Had this disaster occurred, its reach would have been well beyond the city, spiralling out from the CBD to the suburbs, rural settlements, jumping national boundaries, and ultimately bringing economic, transport and communication systems to a near halt, rendering day-to-day living experiences unbearable, if not virtually impossible.

In this chapter, the author begins by highlighting the main landmarks in Global Services. Additionally, the author analyzes the relevance of trade in services to key economic indicators such as GDP, employment, FDI, and international trade both at the international level and in the Latin American and Caribbean region.

During the past decade, enterprise resource planning (ERP) system implementations have exponentially grown within first large and then small- and medium-sized enterprises. Contemporary implementations, often through application service providers (ASPs), increase already existing pressures to adopt the embedded “best practices” that have been incorporated into the ERP software. The result is the rapid spread of generic business processes enabled through one of only a handful of leading ERP packages. This chapter focuses on the extant research on biodiversity and its focus on the negative effects of monoculture strategies – that is, the focus on a single crop (system) versus a diversity of crops (systems). The biodiversity research establishes a clear pattern of deleterious effects resulting from the vulnerabilities of monoculture strategies. These patterns are mirrored in the ERP environment as vulnerabilities loom from the diminution of diverse business processes, limited adaptability to business environment changes given technology-driven/enabled processes, and increased susceptibility to widespread parasite damage through cyber-attacks. The implications of the study raise questions as to the sustainability of accounting systems, the business environment, and society as a whole from the rapid implementation of sterilized business processes and uniformly vulnerable enterprise software.

This chapter proposes M-estimators of a fractional response model with an endogenous count variable under the presence of time-constant unobserved heterogeneity. To address the endogeneity of the right-hand-side count variable, I use instrumental variables and a two-step procedure estimation approach. Two methods of estimation are employed: quasi-maximum likelihood (QML) and nonlinear least squares (NLS). Using these methods, I estimate the average partial effects, which are shown to be comparable across linear and nonlinear models. Monte Carlo simulations verify that the QML and NLS estimators perform better than other standard estimators. For illustration, these estimators are used in a model of female labor supply with an endogenous number of children. The results show that the marginal reduction in women's working hours per week is less as women have one additional kid. In addition, the effect of the number of children on the fraction of hours that a woman spends working per week is statistically significant and more significant than the estimates in all other linear and nonlinear models considered in the chapter.

I always start talks about my book, The Lexus and the Olive Tree (1999) by focusing on my job as the Foreign Affairs columnist for The New York Times because I have the best job in the world. I get to be a tourist with an attitude. I get to go wherever I want, whenever I want, and write about whatever I want. It is a great job. However, there is one downside to the job; I have to write attitudes twice a week, every Tuesday and every Friday, on the editorial page of The New York Times. The big challenge I had when I started the job in January 1995 was: What attitude?

During the 1980s, as organizational uses of information technology (IT) increased in both number of users and amount of use, and as more technology options presented themselves, organizations began to appoint senior personnel as “technology czars.” For executives outside the IT industry, particularly those focused on other aspects of running an enterprise (various business units, finance, human resources, etc.), the IT world seemed to be chaotic, out of control and full of terminological confusion. IT budgets and expenditures were growing rapidly and demands for service continued to increase both in scale and scope. Meanwhile organizational IT units seemed unresponsive, and curiously resistant to change. Central IT units in universities seemed stuck in the mainframe culture of home-grown, customized system development and controlled access at a time when distributed client-server computing offered the promise of low cost, local control and agility. As a result, many local IT support units evolved throughout academic institutions, placing even greater demand on scarce institutional resources and fuelling the potentially explosive tension between central administrative and local authority.