Responding to Crises in the Modern Infrastructure

This book examines comparatively the US and the UK governments' management of Y2K and considers the extent to which such management can be understood as responses to market pressures, public opinion and organized interests. It concludes by providing valuable lessons to those concerned about managing risk and critical infrastructure today.

'Quigley's well-pacd account is meticulously researched and systematically presented. It is the most authoratative analysis we are likely to get of an episode that is inevitably coloured by the very different perceptions of the people most closely involved... Quigley is to be congratulated on producing a clear, accessible and authoritative account of how governments over-reacted to but, perhaps, also successfully headed-off, a disaster that never was.' - Chris Bellamy, Nottingham Trent University, Public Administration vol. 88

Autorentext
KEVIN F. QUIGLEY is an Assistant Professor at the School of Public Administration at Dalhousie University, Halifax, Canada.

Inhalt
Introduction Risk-A Contested Concept How did the Governments react to Y2K? The Market Failure Hypothesis Opinion-Responsive Hypothesis Interest Group Hypothesis (The Issue Network) Conclusion