first met Anthony Hopwood in 1970 when I was beginning my second year in the Doctoral Programme at the newly established Manchester Business School. I had been searching, without success, for a supervisor for my planned study on budgeting and managerial behavior, hen he arrived clutching the final draft of his Chicago Ph.D. that required every typed semicolon n the references to be corrected to a colon! His arrival was a godsend to me as he introduced me o the socio-psychological literature, which provided an important tool for my own work. In due ourse, and thanks to his advice, it led to a thesis that both complemented and extended his own octoral work. Anthony studied Economics at the LSE before gaining a Fulbright scholarship that enabled im to study at Chicago for an M.B.A. and his Ph.D. Despite the Chicago approach being heavily nfluenced by economics, he struck out in a new direction by incorporating a behavioral perspecive in his work that laid an important foundation for future developments. He joined the staff at anchester for a few years, then took posts at Henley, the Oxford Management Centre later empleton College , the London Business School, and the LSE, before taking up his post at xford University, eventually becoming the Dean of the Said Business School. Here he developed he School in a way that was relevant to both academics and practitioners. “Business is so nteresting,” he was fond of saying, “and most business schools are so boring.” At the same time he was appointed as a Student of Christ Church the ancient term for what s more usually described as a Fellow and took delight in introducing visitors to the Senior ommon Room there, whose walls are covered with the portraits of more than 30 British Prime inisters, all of whom had studied there. His other pleasure was in bringing people into his new ffice at Said. It was a fitting location for him to continue his long-standing interests in architecure, where he preferred modern variants, art, and to take pleasure in wine, yet another subject in hich he was well-qualified, being a Master of Wine. It is impossible to overstate Anthony’s contributions to the academic study of accounting, hich he always endeavored to set in its social and organizational context. At a time when hatever academic foundations the subject claimed and they were not extensive, accounting often eing seen mainly as a practice were generally based on economics, he always attempted to take ider perspectives, and proved to be exceptionally far-sighted. I remember a small meeting of accounting academics held in Brussels in 1976, which inluded not only a strong British contingent, but also small groups and individuals from a range of ontinental European universities. This was the event that moved toward the establishment of the