Risk Management

Gerald Mars, Honorary Professor of Anthropology, University College, London, UK and David T.H. Weir, Professor, CERAM SOPHIA ANTIPOLIS, France

"... the volumes do bring together many key articles that should be read by all with an interest in risk management - the explosion of risk-related issues, from foot and mouth disease, Californian electricity regulation and Railtrack's ongoing problems to the Turnbull Report, all indicate that the field will grow in recognised importance during this century." Risk Management: An International Journal

• Contents: Volume I: Part 1 Theories and Background: Risk as a forensic resource: from 'chance' to 'danger', Mary Douglas; From industrial society to the risk society: questions of survival, social structure and ecological enlightenment, Ulrich Beck; Managing crime risks: toward an insurance based model of social control, Nancy Reichman; The psychology of risk perception, Nick Pidgeon; Theories of risk perception: who fears what and why?, Aaron Wildavsky and Karl Drake; Human factor failure and the comparative structure of jobs, Gerald Mars; Management of radiation hazards and hospitals: plural rationalities in a single institution, Steve Rayner; Explaining risk perception: an empirical evaluation of cultural theory, Lennart Sjöberg. Part 2 Theories and Cases: The organizational and interorganizational development of disasters, Barry A. Turner; Causes of disaster: sloppy management, Barry A. Turner; Communications factors in system failure or why big planes crash and big businesses fail, David T.H. Weir; Understanding industrial crises, Paul Shrivastava, Ian I. Mitroff, Danny Miller, and Anil Miglani; Prosaic organizational failure, Lee Clarke and Charles Perrow; Organizational escalation and exit: lessons from the Shoreham nuclear power plant, Jerry Ross and Barry M. Staw; Challenging the orthodoxy in risk management, Clive Smallman; Roger Boisjoly and the Challenger disaster: the ethical dimensions, Roger Boisjoly, Ellen Foster Curtis and Eugene Mellican; Industrial sabotage: motives and meanings, Laurie Taylor and Paul Walton; Crime and punishment in the factory: the function of deviancy in maintaining the social system, Joseph Bensman and Israel Gerver; A sociological analysis of dud behaviour in the United States army, H. Eugene Hodges. Part 3 Policies and Politics: Endemic and planned corruption in a monarchical regime, John Waterbury; Control over bureaucracy: cultural theory and institutional variety, Christopher Hood; Major chemical accidents in industrializing countries: the socio-political amplification of risk, Marcello Firpo de Souza Porto and Carlos Machado de Freitas; Rumours and crises: a case study of the banking industry, Christophe Roux-Dufort and Thierry C. Pauchant; Time, Glenda, please, John Dodd; Risk communication and the social amplification of risk; theory, evidence and policy implications, Nick Pidgeon; TSI and government intervention in the management of risk-taking in the banking industry, David Marshall; Risk and governance part I: the discourses of climate change, Michael Thompson, Steve Rayner and Steven Ney; Risk and governance part II: policy in a complex and plurally perceived world, Michael Thompson, Steve Rayner and Steven Ney; Index. Volume II: Estimating engineering risk, The Royal Society; Measuring disaster trends, part I : some observations on the Bradford fatality scale, T. Horlick-Jones and G. Peters; Measuring disaster trends part II: statistics and underlying processes, T. Horlick-Jones, J. Fortune and G. Peters; Financial distress prediction models: a review of their usefulness, Kevin Keasey and Robert Watson; Early-warning-signals management: a lesson from the Barings crisis, Zachary Sheaffer, Bill Richardson and Zehava Rosenblatt; Towards a systemic crisis management strategy: learning from the best examples in the US, Canada and France, Thierry C. Pauchant, Ian I. Mitroff and Patrick Lagadec; The role of risk and return in information technology outsourcing decisions, Jaak Jurison; Close-coupled disasters: how oil majors are de-integrating and then managing contractors, Neil Ritson; Autonomy, Interdependence and social control: NASA and the space shuttle Challenger, Diane Vaughan; Complexity, tight-coupling and reliability: connecting normal accidents theory and high reliability theory, Jos A. Rijpma; Culture and communications: countering conspiracies in organizational risk management, Clive Smallman and D.T.H. Weir; Identifying the cultural causes of disasters: an analysis of the Hillsborough football stadium disaster, William Richardson; Technical analysis of the IIASA energy scenarios, Bill Keepin and Brian Wynne; From crisis prone to crisis prepared: a framework for crisis management, Christine M. Pearson and Ian I. Mitroff; Global environmental change: management under long-range uncertainty, Peter Nijkamp; Operationalizing the theory of cultural complexity: a practical approach to risk perceptions and workplace behaviours, Gerald Mars and Steve Frosdick; Managing risk in advanced manufacturing technology, James W. Dean Jr.; The culture of high reliability: quantative and qualitative assessment aboard nuclear-powered aircraft carriers, Karlene H. Roberts, Denise M. Rousseau and Todd R. La Porte; Company failure or company health? - techniques for measuring company health, John Robertson and Roger W. Mills; Corporate risk management: a new nightmare in the boardroom, Matthew Bishop; 'Safety cultures' in British stadia and sporting venues: understand