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Responding to crises in the modern i...

Quigley, Kevin F.

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Responding to crises in the modern infrastructure = policy lessons from Y2K /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Responding to crises in the modern infrastructure/ Kevin F. Quigley.
其他題名:	policy lessons from Y2K /
作者:	Quigley, Kevin F.
出版者:	Basingstoke [England] ;Palgrave Macmillan, : 2008.,
面頁冊數:	xiv, 211 p. :ill. ;23 cm.
內容註:	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.
標題:	Crisis management. -
電子資源:	http://link.springer.com/10.1057/9780230241640access to fulltext (Palgrave)
ISBN:	0230241646

Responding to crises in the modern infrastructure = policy lessons from Y2K /
Quigley, Kevin F.

Responding to crises in the modern infrastructurepolicy lessons from Y2K /[electronic resource] :Kevin F. Quigley. - Basingstoke [England] ;Palgrave Macmillan,2008. - xiv, 211 p. :ill. ;23 cm.

Includes bibliographical references (p. 193-205) and index.

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.

In a 1996 letter to President Clinton, Senator Pat Moynihan wrote, 'the computer has been a blessing; if we don b2 st act quickly, however,it could become the curse of the age.' The Senator wascommenting on adate-generated computer bug that became known as Y2K (Year 2000). President Clinton would eventually describe it as 'one of the most complex management challenges in history.' MargaretBeckett, Chair of the British Cabinet Committee on Y2K, would describe the UK government's responseto it as 'the largest co-ordinated project since the Second World War.' The US government and UK government spent billions on preparations. And, in the end, virtually nothing happened. Did this mean success? Despite the scope and cost of Y2K it has received almost no critical analysis, academic or otherwise, since it occurred. This book examines comparatively the US and the UK governments' management of Y2K and considersthe 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.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2009.

Mode of access:World Wide Web.

ISBN: 0230241646

Standard No.: 10.1057/9780230241640doiSubjects--Topical Terms:

562968
Crisis management.
Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD61 / .Q54 2008

Dewey Class. No.: 363

Responding to crises in the modern infrastructure = policy lessons from Y2K /
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505 0 $a 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.
520 $a In a 1996 letter to President Clinton, Senator Pat Moynihan wrote, 'the computer has been a blessing; if we don b2 st act quickly, however,it could become the curse of the age.' The Senator wascommenting on adate-generated computer bug that became known as Y2K (Year 2000). President Clinton would eventually describe it as 'one of the most complex management challenges in history.' MargaretBeckett, Chair of the British Cabinet Committee on Y2K, would describe the UK government's responseto it as 'the largest co-ordinated project since the Second World War.' The US government and UK government spent billions on preparations. And, in the end, virtually nothing happened. Did this mean success? Despite the scope and cost of Y2K it has received almost no critical analysis, academic or otherwise, since it occurred. This book examines comparatively the US and the UK governments' management of Y2K and considersthe 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.
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