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Responding to crises in the modern infrastructure[electronic resource] :policy lessons from Y2K /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	363
書名/作者:	Responding to crises in the modern infrastructure : policy lessons from Y2K // Kevin F. Quigley.
作者:	Quigley, Kevin F.
出版者:	Basingstoke [England] ; : Palgrave Macmillan,, 2008.
面頁冊數:	xiv, 211 p. : : ill. ;; 23 cm.
標題:	Risk management.
標題:	Year 2000 date conversion (Computer systems)
標題:	Infrastructure (Economics)
標題:	Crisis management.
ISBN:	9780230241640
ISBN:	0230241646
書目註:	Includes bibliographical references (p. 193-205) and index.
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.
摘要、提要註:	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.
電子資源:	access to fulltext (Palgrave)

Responding to crises in the modern infrastructure[electronic resource] :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: 9780230241640

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

226935
Risk management.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD61 / .Q54 2008

Dewey Class. No.: 363

Responding to crises in the modern infrastructure[electronic resource] :policy lessons from Y2K /
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300 $a xiv, 211 p. : $b ill. ; $c 23 cm.
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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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