Risk Management: v. 1 & 2(No. 24 International Library of Management)

This text is part of a comprehensive core reference series comprised of the most significant and influential articles by the leading authorities in the management studies field. The collections of essays are both international and interdisciplinary in scope, and provide an entry point for investigating the myriad of study within the disciplines. The articles in these two volumes all focus on the topic of risk management.

Table of Contents:
Vol I: risk as a forensic resource - from chance to danger; from industrial society to the risk society - questions of survival, social structure and ecological enlightenment; managing crime risks - toward an insurance based model of social control; the psychology of risk perception; theories of risk perception - who fears what and why?; human factor failure and the comparative structure of jobs; management of radiation hazards in hospitals - plural rationalities in a single institution; explaining risk perception - an empirical evaluation of cultural theory; the organizational and inter-organizational developments of disasters; causes of disaster - sloppy management; communication factors in system failure, or why big planes crash and big businesses fail; understanding industrial crises; prosaic organizational failure; organizational escalation and exit - lessons from the Shoreham nuclear power plant; challenging the orthodoxy in risk management; Roger Boisjoly and the Challenger disaster - the ethical dimensions. (Part contents). Vol II: estimating engineering risk; measuring disaster trends part 1 - some observations on the Bradford fatality scale; measuring disaster trends part 2 - statistics and underlying processes; financial distress prediction models - a review of their usefulness; early warning signals management - a lesson from the Barings crisis; toward a systematic crisis management strategy - learning from the best examples in the US, Canada and France; the role of risk and return in information technology outsourcing decisions; close-coupled disasters - how oil majors are de-integrating and then managing contractors; autonomy, interdependence and social control - NASA and the space shuttle Challenger; complexity, tight-coupling and reliability - connecting normal accidents theory and high reliability theory; culture and communications - countering conspiracies in organizational risk management; identifying the cultural causes of disasters - an analysis of the Hillsborough Football Stadium disaster; technical analysis of the IIASA energy scenarios; from crisis prone to crisis prepared - a framework for crisis management; global environmental change - management under long-range uncertainty; operationalizing the theory of cultural complexity - a practial approach to risk perceptions and workplace behaviours. (Part contents)