Book contents
- Frontmatter
- Contents
- List of figures and table
- Acknowledgments
- 1 Crisis management in political systems: five leadership challenges
- 2 Sense making: grasping crises as they unfold
- 3 Decision making: critical choices and their implementation
- 4 Meaning making: crisis management as political communication
- 5 End games: crisis termination and accountability
- 6 Learning from crises and the politics of reform
- 7 How to deal with crisis: lessons for prudent leadership
- References
- Index
- References
References
Published online by Cambridge University Press: 22 September 2009
Book contents
- Frontmatter
- Contents
- List of figures and table
- Acknowledgments
- 1 Crisis management in political systems: five leadership challenges
- 2 Sense making: grasping crises as they unfold
- 3 Decision making: critical choices and their implementation
- 4 Meaning making: crisis management as political communication
- 5 End games: crisis termination and accountability
- 6 Learning from crises and the politics of reform
- 7 How to deal with crisis: lessons for prudent leadership
- References
- Index
- References
Summary
A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
- Type
- Chapter
- Information
- The Politics of Crisis ManagementPublic Leadership Under Pressure, pp. 158 - 175Publisher: Cambridge University PressPrint publication year: 2005
References
(1982) Soviet Risk-taking and Crisis Behavior: A theoretical and empirical analysis. Boston: Allen & Unwin.
(2004) “Homeland security warnings: Lessons learned and unlearned,” International Journal of Mass Emergencies and Disasters 22: 103–15.Google Scholar
(forthcoming) Crisis als kans? Dissertation. Department of Public Administration, Leiden University.
, and (2001) “Institutional crises and reforms in policy sectors: The case of refugee policy in Europe,” Journal of European Public Policy 8: 286–306.Google Scholar
(1971) Essence of Decision: Explaining the Cuban missile crisis. Boston: Little Brown.
, and (eds.) (1973) Crisis, Choice and Change: Historical studies of political development. Boston: Little Brown.
and (1978) Organizational Learning: A theory of action perspective. Amsterdam: Addison-Wesley.
and (2000) Harnessing Complexity. New York: Basic Books.
Baggot, R. (1998) “The BSE crisis: Public health and the ‘risk society’,” in and (eds.) Public Policy Disasters in Western Europe. London: Routledge, pp. 61–78.
(2001) “Development dynamics: Interagency collaboration as an emergent phenomenon,” Journal of Public Administration Research and Theory 2: 149–64.Google Scholar
(1938) The Functions of the Executive. Cambridge: Harvard University Press.
(1969) Communities in Disaster: A sociological analysis of collective stress situations. New York: Doubleday.
(1993) Crisis in Organizations: Managing and communicating in the heat of chaos. Cincinnati: South-Western Publishing Co.
and (1993) Agendas and Instability in American Politics. Chicago: University of Chicago Press.
(1992) Risk Society: Toward a new modernity. London: Sage Publications.
(1999) Condemned to Repetition? The rise, fall and reprise of Soviet-Russian military interventionism, 1973–1996. Cambridge: The MIT Press.
and (eds.) (2001) Mediated Politics: Communication in the future of democracy. Cambridge: Cambridge University Press.
and (2004) Small-state Crisis Management: The Icelandic way. Stockholm: Swedish National Defence College.
, , , and (2000) “God gave physics the easy problems: Adapting social science to an unpredictable world”, European Journal of International Relations 6: 43–76.Google Scholar
, , , , and (1971) Crisis and Sequences in Political Development. Princeton: Princeton University Press.
(1997) After Disaster: Agenda-setting, public policy, and focusing events. Washington: Georgetown University Press.
and (1989) On the Brink: Americans and Soviets reexamine the Cuban missile crisis. New York: Hill and Wang.
(2004) Disarming Iraq. New York: Pantheon.
and (1995) The Crisis of Public Communication. London: Routledge.
Boin, R. A. (2005) “From crisis to disaster: Toward an integrative perspective”, in and (eds.) What is a Disaster? New answers to old questions. Philadelphia: Xlibris Press, pp. 153–72.
Boin, R. A. and 't Hart, P. (2000) “Institutional crises in policy sectors: An exploration of characteristics, conditions and consequences,” in (ed.) Government Institutions: Effects, changes and normative foundations. Dordrecht: Kluwer Press, pp. 9–31.CrossRef
, and (2004) “Crisis simulations: Exploring tomorrow's vulnerabilities and threats,” Simulation and Gaming: An International Journal of Theory, Practice and Research 35: 378–93.Google Scholar
, , and (2003) “Critical infrastructures under threat: Learning from the anthrax scare,” Journal of Contingencies and Crisis Management 11: 99–104.Google Scholar
and (1996) “Beyond the crisis window for reform: Some ramifications for implementation,” Journal of Contingencies and Crisis Management 4: 149–61.Google Scholar
and (2004) “Understanding prison riots: Toward a threshold theory”, Punishment & Society 6: 47–65.Google Scholar
and 't (1996) Understanding Policy Fiascoes. New Brunswick: Transaction Publishers.
Bovens, M., 't Hart, P., Dekker, S., and Verheuvel, G. (1999) “The politics of blame avoidance: Defensive tactics in a Dutch crime-fighting fiasco,” in (ed.) When Things Go Wrong: Organizational failures and breakdowns. London: Sage, pp. 123–47.CrossRef
(1983) The Command and Control of Nuclear Forces. New Haven: Yale University Press.
and (eds.) (1998) Trust and Governance. New York: Russell Sage Foundation.
(2000) Minks or Submarines: The dilemma in the Swedish hunt for submarines. Stockholm: Swedish National Defence College.
, , and (2004) “Governing by looking back: Historical analogies in crisis management,” Public Administration 82: 191–210.Google Scholar
and (2003) “From ‘normal incidents’ to political crises: Understanding the selective politicization of policy failures,” Government and Opposition 38: 279–305.Google Scholar
and (eds.) (2004) Crisis Management in Slovenia: Comparative perspectives. Stockholm: Swedish National Defence College.
(2003) Chicago Death Trap: The Iroquois theatre fire of 1903. Carbondale: Southern Illinois University Press.
(ed.) (1979a) Studies in Crisis Behavior. New Brunswick: Transaction Books.
Brecher, M. (1979b) “‘Vertical’ case studies: A summary of findings,” in (ed.) Studies in Crisis Behavior, pp. 267–72.
(1979c) “State behavior in international crisis: A model,” Journal of Conflict Resolution 23: 446–80.Google Scholar
(1980) Decisions in Crisis: Israel's choices 1967 and 1973. Berkeley: University of California Press.
(1993)Crises in World Politics: Theory and reality. Oxford: Pergamon Press.
(1955) “Social control in the newsroom: A functional analysis,” Social Forces 33: 326–35.Google Scholar
and (1993) The Reforming Organization. London: Routledge.
(2003) A Short History of Nearly Everything. New York: Broadway Books.
and (1992) Leadership for the Common Good: Tackling public problems in a shared-power world. San Francisco: Jossey-Bass.
(2000) Ubiquity: Why catastrophes happen. New York: Three Rivers Press.
, , and (1989) How Presidents Test Reality: Decisions on Vietnam, 1954 and 1965. New York: Russell Sage Foundation.
(2001) “Learning in organizations and public policy,” Journal of Public Policy 21: 173–89.Google Scholar
, , and (1998) Security: A new framework for analysis. London: Lynne Rienner.
(1998) “The 1982 Swedish Hårsfjärden submarine incident: A decision making analysis,” Cooperation and Conflict 33: 367–407.Google Scholar
(2003) Rise and Fall of the Submarine Threat: Threat politics and submarine intrusions in Sweden 1980–2002. Uppsala: Uppsala University Press.
(1991) Administrative Reform Comes of Age. New York: Walter de Gruyter.
and (1997) “Organizational learning under fire: Theory and practice,” American Behavioral Scientist 40: 310–32.Google Scholar
(2000) “Training civil servants for crisis management,” Journal of Contingencies and Crisis Management 8: 192–6.Google Scholar
Charles, M. T. (2001) “The fall of TWA flight 800,” in , and (eds.) Managing Crises, pp. 216–34.
(1989) Coordination Without Hierarchy: Informal structures in multiorganizational systems. Berkeley: University of California Press.
(1999) Mission Improbable: Using fantasy documents to tame disasters. Chicago: The University of Chicago Press.
(2004) Against All Enemies: Inside America's war on terror. New York: The Free Press.
and (2003) The Plane Truth: Airline crashes, the media and transportation policy. Washington: Brookings Institution.
Columbia Accident Investigation Board (2003) Columbia Accident Investigation Report 1. Burlington: Apogee Books.
(1980) Dimensions of Political Drama. Santa Monica: Goodyear.
Committee of Privy Counsellors (2004) Review on Intelligence of Weapons of Mass Destruction. London: The Stationery Office.
(2004) The Point of Departure: Diaries from the front bench. New York: Simon and Schuster.
and (1999) “Altered states: Explaining domestic institutional change,” British Journal of Political Science 29: 177–203.Google Scholar
Crisis Onderzoek Team (1994) Crisismanagement bij Nevcin Polymers: Een reconstructie van de gebeurtenissen na 8 juli 1992. Leiden: COT.
(1983) Disasters and Development. New York: Oxford University Press.
, , and (1963) A Behavioral Theory of the Firm. Englewood Cliffs: Prentice-Hall.
(1993) Foreign Policy Failure in the White House: Reappraising the fall of the Shah and the Iran-Contra affair. Lanham: University Press of America.
(1990) In the Wake of the Exxon Valdez: The devastating impact of the oil spill. San Francisco: Sierra Club Books.
(forthcoming) Commissions as Troubleshooters: Crisis and the politics of inquiries. Dissertation. Department of Public Administration, Leiden University.
and (2004) “Learning under pressure: The effects of politicization on organizational learning in public bureaucracies,” Journal of Public Administration Research and Theory 14: 211–30.Google Scholar
(1966) The Nerves of Government: Models for political communication and control. New York: The Free Press.
, , and (eds.) (1994) Social Cognition: Impact on social psychology. San Diego: Academic Press.
, , , , , , and (1993) Performance Measures for the Criminal Justice System. Discussion papers from the BJS-Princeton Project, Princeton University.
(1992) Risk and Blame: Essays in cultural theory. London: Routledge.
and (1982) Risk and Culture: An essay on the selection of environmental dangers. Berkeley: California University Press.
(1984) Middle East Crisis: US decision making in 1958, 1970 and 1973. Berkeley: University of California Press.
(1986) Policymaking Under Adversity. New Brunswick: Transaction Books.
(1992) “The good society versus the state: Freedom and necessity in political innovation,” Journal of Politics 54: 518–40.Google Scholar
(1978) Control in a Bureaucracy. Oxford: Martin Robertson.
(1970) Organized Behaviour in Disaster. Lexington: D. C. Heath and Company.
and (2003) Lenses for Leaders: The role of complexity and prior expertise in shaping the use of analogy in foreign policy decision making. Washington: Department of Political Science, Washington State University.
(1964) The Symbolic Uses of Politics. Urbana: University of Illinois Press.
(1971) Politics as Symbolic Action: Mass arousal and quiescence. Chicago: Markham.
(1977) Political Language: Words that succeed and policies that fail. New York: Academic Press.
(1988) Constructing the Political Spectacle. Chicago: The University of Chicago Press.
(2002) Financial Crises: And what to do about them. New York: Oxford University Press.
(1966) The White House Years: Waging peace, 1956–1961. London: Heinemann.
Ekengren, M. and Sundelius, B. (2004) “National foreign policy co-ordination,” in , , and (eds.) Contemporary European Foreign Policy. London: Sage Publications, pp. 110–22.CrossRef
and (1983) The Political Uses of Symbols. New York: Longman.
(1993) “Framing: Toward a clarification of a fractured paradigm,” Journal of Communication 43: 51–8.Google Scholar
(1976) Everything in its Path: Destruction of community in the Buffalo Creek Flood. New York: Simon and Schuster.
(1994) A New Species of Trouble: Explorations in disaster, trauma and community. New York: Norton.
Eriksson, J. (2001) “Introduction”, in (ed.) Threat Politics: New perspectives on security, risk and crisis management. Aldershot: Ashgate, pp. 8–16.
(1985) Can Governments Learn? American foreign policy and Central American revolutions. New York: Pergamon Press.
(1996) Crisis Communications: A casebook approach. Mahwah: Lawrence Erlbaum Associates.
and (1981) “Information in organizations as signal and symbol,” Administrative Science Quarterly 26: 174–86.Google Scholar
Feldman, M. S. and March, J. G. (1988) “Information in organizations as signal and symbol,” in (ed.) Decisions and Organizations. Oxford: Blackwell, pp. 409–28.
(1996)Sitting in the Hot Seat: Leaders and teams for critical incidents. Chichester: Wiley.
Flin, R. (2001) “Decision making in crises: The Piper Alpha disaster”, in , and (eds.) Managing Crises, pp. 103–18.
and (eds.) (2002) Incident Command: Tales from the hot seat. Aldershot: Ashgate Publishing.
(1985) Military Incompetence: Why the American military doesn't win. New York: Hill and Wang.
(1993) Bridging the Gap: Theory and practice in foreign policy. Washington: United States Institute of Peace Press.
and (2002) “Harnessing conflict in foreign policy making: From devil's to multiple advocacy,” Presidential Studies Quarterly 32: 484–508.Google Scholar
(1980) Jimmy Carter: In search of the great White House. New York: W. W. Norton.
, (2005) Blink: The Power of Thinking Without Thinking.New York: Brown & Co.
and (2003) “Leadership and institutional reform: Engineering macroeconomic policy change in Australia”, Governance 16: 235–70.Google Scholar
and (1999) “Prison riots as microrevolutions: An extension of state-centered theories of revolution,” American Journal of Sociology 104: 985–1029.Google Scholar
and (1994) Moral Panics: The social construction of deviance. Oxford: Blackwell.
and (1999) Organizational Report Cards. Cambridge: Harvard University Press.
Graber, D. A., McQuail, D., and Norris, P. (1998) “Introduction: political communication in a democracy,” in , , and (eds.) The Politics of News: The news of politics. Washington: CQ Press.
(1990) When Knowledge is Power: Three models of change in international organizations. Berkeley: University of California Press.
(1975) Legitimation Crisis. Boston: Beacon Press.
and (1994). The Haldeman Diaries: Inside the Nixon White House. New York: Putnam.
(1993) “Policy paradigms, social learning and the state: The case of economic policy making in Britain,” Comparative Politics 35: 275–96.Google Scholar
(1971) Foreign Policy Crises: Appearance and reality in decision making. Columbus: Charles E. Merrill.
Hansén, D. and Stern, E. K. (2001) “From crisis to trauma: The Palme assassination case,” in , and (eds.) Managing Crises, pp. 177–99.
(1994) Prisoners of Myth: The leadership of the Tennessee Valley Authority. Princeton: Princeton University Press.
(1993) “Symbols, rituals and power: The lost dimension in crisis management,” Journal of Contingencies and Crisis Management 1: 36–50.Google Scholar
(1994) Groupthink in Government: A study of small groups and policy failure. Baltimore: Johns Hopkins University Press.
't Hart, P. and Boin, R. A. (2001) “Between crisis and normalcy: The long shadow of post-crisis politics,” in , and (eds.) Managing Crises, pp. 28–46.
and (1988) Het Heizeldrama: Rampzalig organiseren en kritieke beslissingen. Alphen aan de Rijn: Samsom.
and (eds.) (1997) Crises in het Nieuws: Samenspel en tegenspel tussen overheid en media. Alphen aan den Rijn: Samsom.
, , and (1993) “Crisis decision making: The centralization thesis revisited,” Administration and Society 25: 12–45.Google Scholar
't , and (eds.) (1997) Beyond Groupthink: Political group dynamics and foreign policy making. Ann Arbor: University of Michigan Press.
Hay, C. (2001) “The ‘crisis’ of Keynesianism and the rise of neoliberalism in Britain: An ideational institutionalist approach,” in and (eds.) The Rise of Neoliberalism and Institutional Analysis. Princeton: Princeton University Press, pp. 193–218.
Heath, R. L. (2004) “Telling a story: A narrative approach to communication during crisis,” in and (eds.) Responding to Crisis, pp. 167–87.
(1974) Modern Social Politics in Britain and Sweden. New Haven: Yale University Press.
(2000) You'd Better Have a Hose if You Want to Put Out the Fire. Windsor: Gollywobbler Productions.
, and (1987) “Decision making during international crisis: Is quality of process related to outcome?,” Journal of Conflict Resolution 31: 203–26.Google Scholar
(1963) “Some consequences of crisis which limit the viability of organizations,” Administrative Science Quarterly 8: 61–82.Google Scholar
(ed.) (1972) International Crises: Insights from behavioral research. New York: The Free Press.
(1979) “Indicators of stress in policy makers during foreign policy crises,” Political Psychology 1: 27–46.Google Scholar
and (1998) “International Decision Making: Leadership Matters” Foreign Policy 110: 124–137.Google Scholar
and (1991) Coping with Catastrophe: A handbook of disaster management. London: Routledge.
(1972) Crisis, Escalation and War. Montreal: McGill-Queens University Press.
Holsti, O. R. (1979) “Theories of crisis decisionmaking,” in (ed.) Diplomacy: New approaches in history, theory, and policy. New York: The Free Press, pp. 99–136.
Honig, J. W. (2001) “Avoiding war, inviting defeat: The Srebrenica crisis, July 1995,” in and (eds.) Managing Crises, pp. 61–73.CrossRef
and (1997) Srebrenica: Record of a war crime. New York: Penguin.
(1976) The Limits of Administration. London: John Wiley.
, , , and (eds.) (2004) Controlling Modern Government: Oversight, competition, mutuality and randomness in three public policy domains. Cheltenham: Edgar Elgar.
Hoyt, P. D. and Garrison, J. A. (1997) “Political manipulation within the small group of foreign policy advisers in the Carter administration,” in , and (eds.) Beyond Groupthink, pp. 249–74.
(1996) “Framing responsibility for political issues,” Annals of the American Academy of Political and Social Sciences 546: 59–70.Google Scholar
Jacobs, B. D. (1989) “The Brixton riots: London 1981,” in , and (eds.) Coping with Crisis, pp. 340–66.
Jacobs, B. D. and Boin, R. A. (2001) “The Stephen Lawrence case: The London metropolitan police in crisis,” in , and (eds.) Managing Crises, pp. 74–88.
Jacobs, B. D. and 't Hart, P. (1992) “Disaster at Hillsborough stadium: A comparative analysis,” in and (eds.) Hazard Management and Emergency Planning: Perspectives on Britain. London: James and James, pp. 127–51.
(1982) Groupthink. Boston: Houghton Mifflin.
(1989) Crucial Decisions: Leadership in policymaking and crisis management. New York: The Free Press.
and (1977) Decision-making: A psychological analysis of conflict, choice and commitment. New York: The Free Press.
(ed.) (1994) Learning from Disaster: Risk management after Bhopal. Philadelphia: University of Pennsylvania Press.
(1976) Perception and Misperception in International Politics. Princeton: Princeton University Press.
(1997) System Effects: Complexity in political and social life. Princeton: Princeton University Press.
and (1995) Beliefs in Government. Oxford: Oxford University Press.
(1988) Surprise Attack. Cambridge: Harvard University Press.
(1993) “Opening the window for reform: Mandates, crises and extraordinary policy making,” Comparative Political Studies 25: 433–86.Google Scholar
(1988) Ritual, Politics and Power. New Haven: Yale University Press.
(2003) “Contingent coordination: Practical and theoretical puzzles for homeland security,” American Review of Public Administration 33: 253–77.Google Scholar
(2004) System Under Stress: Homeland security and American politics. Washington: CQ Press.
(1961) Public Opinion and American Democracy. New York: Knopf.
(1966) The Responsible Electorate: Rationality in presidential voting. Cambridge: Harvard University Press.
(1999) Catastrophe: An investigation into the origins of the modern world. London: Century Keys.
(1992) Analogies at War: Korea, Munich, Dien Bien Phu, and the Vietnam decisions of 1965. Princeton: Princeton University Press.
(1995) Agendas, Alternatives, and Public Policies. 2nd ed. New York: HarperCollins.
(2001) Sources of Power: How people make decisions. 7th ed. London: The MIT Press.
(1994) Learning From Accidents. London: Butterworth-Heinemann.
(2002) Heat Wave: A social autopsy of disaster in Chicago. Chicago: University of Chicago Press.
, 't and (1991) “Managing group decision making processes: Individual versus collective accountability and groupthink,” International Journal of Conflict Management 2: 91–115.Google Scholar
(2004) Cast in Concrete? The institutional dynamics of Belgian and Dutch social policy reform. Dissertation. Delft: Eburon.
and (2004) “Crisis management, crisis response: An introduction to the symposium”, Review of Policy Research 21: 141–3.Google Scholar
(1990) States of Emergency: Technological failures and social destabilization. London: Butterworth-Heinemann.
(1997) “Learning processes for crisis management in complex organizations,” Journal of Contingencies and Crisis Management 5: 24–31.Google Scholar
(2004) “Understanding the French 2003 heat wave experience: Beyond the heat, a multi-layered challenge,” Journal of Contingencies and Crisis Management 12: 160–9.Google Scholar
(1973) “On the concept of a self-correcting organization,” Public Administration Review 33: 533–42.Google Scholar
(1998) “Self-destructive processes in institution building and some modest countervailing mechanisms,” European Journal of Political Research 33: 1–39.Google Scholar
(1996) “High reliability organizations: Unlikely, demanding, and at risk,” Journal of Contingencies and Crisis Management 4: 60–71.Google Scholar
LaPorte, T. R. (2003) “Anticipating Rude Surprises: Reflections on ‘crisis management’ without end.” EU/US Crisis Management Conference: Minnowbrook Conference Center, 6–10 August.
, , and (eds.) (2005) Crisis Decision Making in the European Union. Stockholm: Swedish National Defence College.
(1966) Psychological Stress and the Coping Process. New York: McGraw-Hill.
(1981) Between Peace and War: The nature of international crisis. Baltimore: Johns Hopkins University Press.
and (1994) We All Lost the Cold War. Princeton: Princeton University Press.
(1976) The Management of Change in Government. The Hague: Martinus Nijhoff.
(1995) Safeware: System safety and computers. Reading: Addison Wesley.
(1997) Hidden Agendas: Politics, law and disorder. London: Hamish Hamilton.
Libertore, A. (1993) “Chernobyl comes to Italy: The reciprocal relationships of radiation experts, government policies, and the media,” in and (eds.) The Politics of Expert Advice: Creating, using and manipulating scientific knowledge for public policy. Edinburgh: University of Edinburgh Press, pp. 33–48.
(2003) ‘Vad Styr Ledaren? Om beslutsfattare och policyforandring i sakerhetspolitiska kriser.’Dissertation, Uppsala University.
Linz, J. J. (1978) “Crisis, breakdown and reequilibration,” in Linz and Stepan (eds.) The Breakdown of Democratic Regimes.
and (eds.) (1978) The Breakdown of Democratic Regimes. Baltimore: Johns Hopkins University Press.
(1980) Street-level Bureaucracy: Dilemmas of the individual in public service. New York: Russell Sage Foundation.
and (1977) Commission Politics: The processing of racial crisis in America. New Brunswick: Transaction Books.
(2004) What the Media are Doing to Our Politics. London: Constable.
, and (1987) “The role of consciousness in priming effects on categorization: Assimilation versus contrast as a function of awareness of the priming task,” Personality and Social Psychology Bulletin 13: 411–29.Google Scholar
and (1980) “Groupthink: A critique of Janis's theory,” Review of Personality and Social Psychology 1: 74–93.Google Scholar
(1978) Leadership. New York: Harper and Row.
(1990) National Choices and International Processes. Cambridge: Cambridge University Press.
, and (2004) “Beyond normal accidents and high reliability organizations: The need for an alternative approach to safety in complex systems.” Paper presented at the Engineering Systems Division Symposium. Cambridge: The MIT Press.
(ed.) (1988) Decisions and Organizations. Oxford: Blackwell.
(1994) A Primer on Decision Making: How decisions happen. New York: The Free Press.
(1972) “Lessons” of the Past. New York: Oxford University Press.
(1989) “The nature of social influence in groupthink: Compliance and internalization,” Journal of Personality and Social Psychology 22: 250–60.Google Scholar
(2003) “Overview: Crisis management, influences, responses and evaluation,” Parliamentary Affairs 56: 363–409.Google Scholar
(1990) Rules for Rulers: The politics of advice. Philadelphia: Temple University Press.
(2002) Media Democracy: How the media colonize politics. Cambridge: Polity Press.
(1986) When It Hits the Fan: Managing the nine crises of business. Boston: Houghton Mifflin.
Milburn, T. (1972) “The management of crisis,” in (ed.) International Crises, pp. 259–80.
and (ed.) (2004) Responding to Crisis: A rhetorical approach to crisis communication. Mahwah: Lawrence Erlbaum.
Millar, F. E. and Beck, D. B. (2004) “Metaphors of crisis,” in Millar and Heath (eds.) Responding to Crises, pp. 153–66.
Miller, A. (2001) “The Los Angeles Riots: A study in crisis paralysis,” in Rosenthal, Boin and Comfort (eds.) Managing Crises, pp. 49–60.CrossRef
and (1990) We're So Big and Powerful Nothing Bad Can Happen to Us. New York: Carol Publishing Corporation.
(1995) “Innovative leadership and policy change: Lessons from Thatcher,” Governance 8: 1–25.Google Scholar
and (1989) Apollo: Race to the moon. New York: Simon and Schuster.
(2002) Terrorism and the Media: From the Iran hostage crisis to the World Trade Center bombing. 3rd ed. New York: Columbia University Press.
National Commission on Terrorist Attacks (2004) The 9/11 Commission Report. New York: W. W. Norton & Company.
and (1986) Thinking in Time: The uses of history for decision-makers. New York: The Free Press.
and (1985) Nightly Horrors: Crisis coverage in television network news. Knoxville: University of Tennessee Press.
and (1990) Mediated Political Realities. 2nd ed. New York: Longman.
and (1980) Human Inference: Strategies and shortcomings of social judgment. Englewood Cliffs: Prentice-Hall.
(1991) “The information crisis in Sweden after Chernobyl,” Media, Culture and Society 13: 477–97.Google Scholar
(2001) Leadership: Theory and research. Thousand Oaks: Sage Publications.
and (1988) The Handbook for Effective Emergency and Crisis Management. Lexington: Lexington Books.
OECD (2003) Emerging Risks in the 21st Century: An agenda for action. Paris: OECD.
(1991) “The impact of celebrity spokespersons' perceived image on consumers' intention to purchase,” Journal of Advertising Research 31: 46–54.Google Scholar
and (eds.) (1996) Lessons From Experience: Experiential learning in administrative reforms in eight democracies. Oslo: Scandinavian University Press.
(1968) The Korean Decision: June 24–30, 1950. New York: The Free Press.
and (2002) “Blindsided? September 11 and the origins of strategic surprise,” Political Psychology 23: 601–30.Google Scholar
Patterson, P. (1989) “Reporting Chernobyl: Cutting the government fog to cover the nuclear cloud,” in , and (eds.) Bad Tidings, pp. 131–48.
and (1992) Transforming the Crisis-prone Organization: Preventing individual, organizational and environmental tragedies. San Francisco: Jossey-Bass.
and (1995) “Command and control in policing: A systems assessment of the gold, silver and bronze structure,” Journal of Contingencies and Crisis Management 3: 181–7.Google Scholar
(1984) Normal Accidents: Living with high-risk technologies. New York: Basic Books.
(1994) “The limits of safety: The enhancement of a theory of accidents”, Journal of Contingencies and Crisis Management 2: 212–20.Google Scholar
(1999) Normal Accidents: Living with high-risk technologies. 2nd ed. Princeton: Princeton University Press.
and (1990) The AIDS Disaster: The failure of organizations in New York and the nation. New Haven: Yale University Press.
and (1997) “Principles for managing community relocation as hazard mitigation measure,” Journal of Contingencies and Crisis Management 5: 49–59.Google Scholar
(ed.) (1985) “Emergency management: A challenge for public administration,” Public Administration Review 45: 3–7.Google Scholar
and (eds.) (2001) Politicians, Bureaucrats, and Administrative Reform. London: Routledge.
(1992) To Engineer is Human: The role of failure in successful design. New York: Vintage Books.
Pfetsch, B. (1998) “Government news management,” in , and (eds.) The Politics of News: The news of politics. Washington: CQ Press, pp. 70–93.
(1997) “The limits to safety? Culture, politics, learning and man-made disasters,” Journal of Contingencies and Crisis Management 5: 1–14.Google Scholar
(2000) “Increasing returns, path dependence, and the study of politics,” American Political Science Review 94: 251–67.Google Scholar
(ed.) (1971) The Politics of Riot Commissions, 1917–1970: A collection of official reports and critical essays. New York: Macmillan.
(1993) Managerialism and the Public Services: Cuts or cultural change in the 1990s? 2nd ed. Oxford: Blackwell.
Post, J. M. (1991) “The impact of crisis-induced stress on policy makers,” in (ed.) Avoiding War: Problems of crisis management. Boulder: Westview Press, pp. 471–94.
(2001) The President and His Inner Circle: Leadership style and the advisory process in foreign affairs. New York: Columbia University Press.
and (1999) “Understanding and evaluating bureaucratic politics: The nexus between political leaders and advisory systems,” Political Psychology 20: 49–98.Google Scholar
(1995) Television, the Public Sphere and National Identity. Oxford: Clarendon Press.
(1954) “The nature and conditions of panic,” American Journal of Sociology 60: 267–75.Google Scholar
(1996) “The future is not the past repeated: Projecting disasters in the 21st century from present trends,” Journal of Contingencies and Crisis Management 4: 228–40.Google Scholar
(ed.) (1998) What is a Disaster? Perspectives on the question. London: Routledge.
and (eds.) (2005). What is a Disaster? New answers to old questions. Philadelphia: Xlibris Press.
(1986) When Disaster Strikes: How individuals and communities cope with catastrophe. New York: Basic Books.
(1990) Human Error. New York: Cambridge University Press.
and (1997) Risk Issues and Crisis Management: A casebook of best practice. London: Kogan Page.
Resodihardjo, S. L. (forthcoming) Institutional Crises and Reform: Constrained opportunities. Dissertation. Department of Public Administration, Leiden University.
Reyntjens, F. (2001) “From ethnicity to genocide in Rwanda,” in , and (eds.) Managing Crises, pp. 89–100.
(1997) “Complexity, tight-coupling and reliability: Connecting normal accidents theory and high reliability theory,” Journal of Contingencies and Crisis Management 5: 15–23.Google Scholar
Rijpma, J. A. and van Duin, M. J. (2001) “From accident to disaster: The response to the Hercules crash,” in , and (eds.) Managing Crises, pp. 143–54.
(1988) Decisionmaking During International Crises. London: MacMillan.
(ed.) (1993) New Challenges to Understanding Organizations. New York: MacMillan.
Robertson, A. (2001) “Mediated threats,” in (ed.) Threat Politics: New perspectives on security, risk and crisis management. Aldershot: Ashgate, pp. 61–83.
(1996) “Reliable organizations: Present research and future directions,” Journal of Contingencies and Crisis Management 4: 55–9.Google Scholar
(1993) Lesson-drawing in Public Policy: A guide to learning across time and space. Chatham: Chatham House Publishers.
and (1994) Inheritance in Public Policy: Change without choice in Britain. New Haven: Yale University Press.
(1978) Political Order: Rewards, punishments and political stability. Meppel: Krips Repro.
Rosenthal, U. (1998) “Future disasters, future definitions”, in (ed.) What is a Disaster? Perspectives on the question. London: Routledge, pp. 146–60.
Rosenthal, U., Boin, R. A., and Bos, C. J. (2001) “Shifting identities: The reconstructive mode of the Bijlmer plane crash,” in Rosenthal, Boin, and Comfort (eds.) Managing Crises, pp. 200–15.
, and (eds.) (2001) Managing Crises: Threats, dilemmas, opportunities. Springfield: Charles C. Thomas.
, and (eds.) (1989) Coping With Crisis: The management of disasters, riots and terrorism. Springfield: Charles C. Thomas.
Rosenthal, U., Charles, M. T., 't Hart, P., Kouzmin, A. and Jarman, A. (1989) “From case studies to theory and recommendations,” in Rosenthal, Charles and 't Hart (eds.) Coping with Crisis, pp. 466–67.
Rosenthal, U. and 't Hart, P. (1989) “Managing terrorism: The South Moluccan hostage takings,” in Rosenthal, Charles, and 't Hart (eds.) Coping with Crisis, pp. 367–93.
, , and (1991) “The bureau-politics of crisis management,” Public Administration 69: 211–33.Google Scholar
, , , , , , (1994) Complexity in Urban Crisis Management: Amsterdam's response to the Bijlmer air disaster. London: James & James.
(2004) Weapons of Mass Persuasion: Marketing the war against Iraq. Toronto: University of Toronto Press.
(ed.) (1999) Theories of the Policy Process. Boulder: Westview Press.
and (1993) Policy Change and Learning: An advocacy coalition approach. Boulder: Westview Press.
(1993) The Limits of Safety: Organizations, accidents and nuclear weapons. Princeton: Princeton University Press.
(2002) “Crimes of Bhopal and the global campaign for justice,” Social Justice 29: 47–52.Google Scholar
Scanlon, J. (1989) “Toxic chemicals and emergency management: The evacuation of Mississauga, Ontario, Canada,” in , and (eds.) Coping With Crisis, pp. 303–21.
(1994) “The role of EOCs in emergency management: A comparison of American and Canadian experience,” International Journal of Mass Emergencies and Disasters 12: 51–75.Google Scholar
(1993) Flirting With Disaster: Public management in crisis situations. Armonk: Sharpe.
(1971) Beyond the Stable State. New York: Random House.
and (1994). Frame Reflection: Toward the resolution of intractable policy controversies. New York: Basic Books.
(1943) Capitalism, Socialism and Democracy. London: Allen & Unwin.
and (2003) Abrupt Climate Change Scenario and its Implications for United States National Security. Report commissioned by the US Defense Department. Washington: United States Department of Defense.
and (2004) “Managerial values and accountability pressures: Challenges of crisis and disaster,” Journal of Public Administration Research and Theory 14: 79–102.Google Scholar
, , and (2003) Communication and Organizational Crisis. Westport: Praeger.
(1957) Leadership in Administration: A sociological interpretation. New York: Row-Peterson.
Senate Intelligence Committee (2004) Report on the U.S. Intelligence Community's Prewar Intelligence Assessments on Iraq. Washington: US Senate.
(2003) Prime Ministers and the Media: Issues of power and control. Malden: Blackwell.
(2001) “A comment on institutional change,” Journal of Theoretical Politics 13: 321–5.Google Scholar
(1966) Improvised News: A sociological study of rumor. New York: Bobbs-Merrill.
Shils, E. A. (1968) “Ritual and crisis,” in (ed.) The Religious Situation. Boston: Beacon Press, pp. 730–40.
(1987) And the Band Played On: Politics, people and the AIDS epidemic. New York: St. Martin's Press.
(1987) Bhopal: Anatomy of a crisis. Cambridge: Ballinger.
(1985) All Fall Down: America's tragic encounter with Iran. New York: Random House.
(1981) Pure Politics and Impure Science: The swine flu affair. Baltimore: Johns Hopkins University Press.
(1976) Administrative Behavior: A study of decision making processes in administrative organization. 3rd ed. New York: The Free Press.
(1981) The Sciences of the Artificial. 2nd ed. Cambridge: The MIT Press.
(1992) “Learning through failure: The strategy of small losses,” Research in Organizational Behavior 14: 231–66.Google Scholar
Skocpol, T. (1985) “Bringing the state back in: Strategies of analysis in current research,” in , , and (eds.) Bringing the State Back in. Cambridge: Cambridge University Press, pp. 3–37.CrossRef
(1984) Corporate Recovery: Successful turnaround strategies and their implementation. Harmondsworth: Penguin Books.
and (1977) “Designs for crisis decision units,” Administrative Science Quarterly 22: 640–57.Google Scholar
(1962) Theory of Collective Behavior. London: Routledge.
Smith, D. (2005) “Through a glass darkly: A response to Stallings' ‘Disaster, crisis, collective stress, and mass deprivation’ ”, in and (eds.) What is a Disaster?, pp. 292‒307.
(1989) The Power Game: How Washington works. New York: Ballantine Books.
(1985) “Groupthink and the hostage rescue mission,” British Journal of Political Science 15: 117–23.Google Scholar
(2004) “Resisting neo-liberalism: The poisoned water in Walkerton, Ontario,” Social and Legal Studies 13: 265–89.Google Scholar
(1943) Man and Society in Calamity: The effects of war, revolution, famine, pestilence upon human mind, behavior, social organization and cultural life. 3rd ed. New York: Dutton.
(1995) Promoting Risk: Constructing the earthquake threat. New York: Aldine De Gruyter.
(2003) Psychological Foundations of Organizational Behavior. Englewood Cliffs: Prentice Hall.
, and (1981) “Threat rigidity effects in organizational behaviour: A multilevel analysis,” Administrative Science Quarterly 26: 501–24.Google Scholar
(2000) Acts of God: The unnatural history of natural disaster in America. New York: Oxford University Press.
(1980) Three Mile Island. New York: Random House.
Stern, E. K. (1997a) “Probing the plausibility of newgroup syndrome: Kennedy and the Bay of Pigs,” in , and (eds.) Beyond Groupthink: Political group dynamics and foreign policymaking. Ann Arbor: University of Michigan Press, pp. 153–89.
(1997b) “Crisis and learning: A balance sheet,” Journal of Contingencies and Crisis Management 5: 69–86.Google Scholar
(1999) Crisis Decisionmaking: A cognitive-institutional approach. Stockholm: Department of Political Science, Stockholm University.
. (2003) “Crisis Studies and Foreign Policy Analysis: Insights, Synergies, and Challenges” International Studies Review 5: 183–202.CrossRef
and (eds.) (2000) Crisis Management in a Transitional Society: The Latvian experience. Stockholm: Swedish National Defence College.
and (eds.) (1999) Crisis Management in Estonia: Case studies and comparative perspectives. Stockholm: Swedish National Defence College.
and (1997) “Sweden's twin monetary crises of 1992: Rigidity and learning in crisis decision making,” Journal of Contingencies and Crisis Management 5: 32–48.Google Scholar
and (2002) “Crisis management Europe: An integrated regional research and training program,” International Studies Perspectives 3: 771–88.Google Scholar
, , , , and (2002) “Crisis management in transitional democracies: The Baltic experience,” Government and Opposition 37: 524–50.Google Scholar
(1995) “Managing legitimacy: Strategies and institutional approaches,” Academy of Management Review 20: 571–610.Google Scholar
and (2004) “Strategic dilemmas of biosecurity in the European Union,” Biosecurity and Bioterrorism 2: 17–23.Google Scholar
and (2004) “FEMA's path to homeland security: 1979–2003,” Journal of Homeland Security and Emergency Management 1: 1–21.Google Scholar
(1994) Power in Movement: Social movements, collective action and politics. Cambridge: Cambridge University Press.
(1995) Leadership of Public Bureaucracies: The administrator as conservator. Thousand Oaks: Sage Publications.
(1999) “External shocks, conflict and learning as interactive sources of change in US security policy,” Journal of Public Policy 19: 209–31.Google Scholar
and (1928) The Child in America: Behavior problems and programs. New York: A. A. Knopf.
(1967) Organizations in Action: Social science bases of administrative theory. New York: McGraw-Hill.
, and (2001) Facing the Unexpected: Disaster preparedness and response in the United States. Washington: Joseph Henry Press.
and (1997) Roads From Past to Future. Lanham: Rowman & Littlefield.
(1976) “The organizational and interorganizational development of disasters,” Administrative Science Quarterly 21: 378–97.Google Scholar
(1978) Man-made Disasters. London: Wykeham.
and (1997) Man-made Disasters. 2nd ed. London: Butterworth Heinemann.
and (eds.) (1981) Intergroup Behaviour. Oxford: Blackwell.
and (1989) States of Siege: U.S. prison riots, 1971–1986. New York: Oxford University Press.
(1992) Van Rampen Leren: Een vergelijkend onderzoek naar de lessen uit spoorwegongevallen, hotelbranden en industriële ongelukken. Dissertation. Department of Public Administration, Leiden University.
(1993) Perilous Options: Special operations as an instrument of U.S. foreign policy. New York: Oxford University Press.
(2004) Mediahype. Amsterdam: Aksant.
(1996) The Challenger Launch Decision: Risky technology, culture and deviance at NASA. Chicago: University of Chicago Press.
(2003) Decision-making in Great Britain During the Suez Crisis: Small groups and a persistent leader. Aldershot: Ashgate.
(1990) The World in their Minds: Information processing, cognition and perception in foreign policy decisionmaking. Stanford: Stanford University Press.
(1997) In the Crossfire: A political history of the Bureau of Alcohol, Tobacco, and Firearms. Boulder: Lynne Rienner.
(2004) Improvising 9/11: Organizational improvisation following the World Trade Center disaster. Dissertation. Delaware: University of Delaware.
(1992) Contemporary Issues in Public Disorder: A comparative and historical approach. London: Routledge.
, and (eds.) (1989) Bad Tidings: Communication and catastrophe. Hillsdale: Lawrence Erlbaum Associates.
(1990) Terrorism and Emergency Management: Policy and administration. New York: Marcel Dekker Inc.
(1988) “Enacted sense making in crisis situations,” Journal of Management Studies 25: 305–17.Google Scholar
(1995) Sense Making in Organizations. Thousand Oaks: Sage Publications.
and (2002) Managing the Unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
Weick, K. E., Sutcliffe, K. M., and Obstfeld, D. (1999) “Organizing for high reliability: Processes of collective mindfulness,” in . and (eds.) Research in Organizational Behavior 21: 81–123. Stanford: Jai Press.
, and (1986) Disaster Analysis: Local emergency management offices and arrangements. Newark: University of Delaware.
(ed.) (1986) Psychology and the Prevention of Nuclear War. New York: New York University Press.
(1984) Speaking Truth to Power: The art and craft of policy analysis. New Brunswick: Transaction.
(1988) Searching for Safety. Berkeley: University of California Press.
(1995) But Is It True? A citizen's guide to environmental health and safety issues. Cambridge: Harvard University Press.
and (1991) “Theories of risk perception: Who fears what and why?,” Daedalus: Journal of the American Academy of Arts and Sciences 119: 41–59.Google Scholar
(1967) Organizational Intelligence: Knowledge and policy in government and industry. New York: The Free Press.
Wilkins, L. (1989) “Bhopal: The politics of mediated risk,” in , , and (eds.) Bad Tidings: Communication and catastrophe. Hillsdale: Lawrence Erlbaum Associates, pp. 21–34.
(1994) “Path-dependency, or why history makes it difficult, but not impossible to reform health care services in a big way,” Journal of Public Policy 14: 251–83.Google Scholar
(2002) Darwin's Cathedral. Chicago: University of Chicago Press.
(1989) Bureaucracy. New York: The Free Press.
(2004) Plan of Attack. New York: Simon and Schuster.
and (1994) All the President's Men. New York: Simon and Schuster.
(ed.) (1994) International Multilateral Negotiations: Approaches to the management of complexity. San Francisco: Jossey-Bass.
and (1995) Germany Unified and Europe Transformed: A Study of Statecraft. Cambridge, MA: Harvard University Press.
(1982) Soviet Risk-taking and Crisis Behavior: A theoretical and empirical analysis. Boston: Allen & Unwin.
(2004) “Homeland security warnings: Lessons learned and unlearned,” International Journal of Mass Emergencies and Disasters 22: 103–15.Google Scholar
(forthcoming) Crisis als kans? Dissertation. Department of Public Administration, Leiden University.
, and (2001) “Institutional crises and reforms in policy sectors: The case of refugee policy in Europe,” Journal of European Public Policy 8: 286–306.Google Scholar
(1971) Essence of Decision: Explaining the Cuban missile crisis. Boston: Little Brown.
, and (eds.) (1973) Crisis, Choice and Change: Historical studies of political development. Boston: Little Brown.
and (1978) Organizational Learning: A theory of action perspective. Amsterdam: Addison-Wesley.
and (2000) Harnessing Complexity. New York: Basic Books.
Baggot, R. (1998) “The BSE crisis: Public health and the ‘risk society’,” in and (eds.) Public Policy Disasters in Western Europe. London: Routledge, pp. 61–78.
(2001) “Development dynamics: Interagency collaboration as an emergent phenomenon,” Journal of Public Administration Research and Theory 2: 149–64.Google Scholar
(1938) The Functions of the Executive. Cambridge: Harvard University Press.
(1969) Communities in Disaster: A sociological analysis of collective stress situations. New York: Doubleday.
(1993) Crisis in Organizations: Managing and communicating in the heat of chaos. Cincinnati: South-Western Publishing Co.
and (1993) Agendas and Instability in American Politics. Chicago: University of Chicago Press.
(1992) Risk Society: Toward a new modernity. London: Sage Publications.
(1999) Condemned to Repetition? The rise, fall and reprise of Soviet-Russian military interventionism, 1973–1996. Cambridge: The MIT Press.
and (eds.) (2001) Mediated Politics: Communication in the future of democracy. Cambridge: Cambridge University Press.
and (2004) Small-state Crisis Management: The Icelandic way. Stockholm: Swedish National Defence College.
, , , and (2000) “God gave physics the easy problems: Adapting social science to an unpredictable world”, European Journal of International Relations 6: 43–76.Google Scholar
, , , , and (1971) Crisis and Sequences in Political Development. Princeton: Princeton University Press.
(1997) After Disaster: Agenda-setting, public policy, and focusing events. Washington: Georgetown University Press.
and (1989) On the Brink: Americans and Soviets reexamine the Cuban missile crisis. New York: Hill and Wang.
(2004) Disarming Iraq. New York: Pantheon.
and (1995) The Crisis of Public Communication. London: Routledge.
Boin, R. A. (2005) “From crisis to disaster: Toward an integrative perspective”, in and (eds.) What is a Disaster? New answers to old questions. Philadelphia: Xlibris Press, pp. 153–72.
Boin, R. A. and 't Hart, P. (2000) “Institutional crises in policy sectors: An exploration of characteristics, conditions and consequences,” in (ed.) Government Institutions: Effects, changes and normative foundations. Dordrecht: Kluwer Press, pp. 9–31.CrossRef
, and (2004) “Crisis simulations: Exploring tomorrow's vulnerabilities and threats,” Simulation and Gaming: An International Journal of Theory, Practice and Research 35: 378–93.Google Scholar
, , and (2003) “Critical infrastructures under threat: Learning from the anthrax scare,” Journal of Contingencies and Crisis Management 11: 99–104.Google Scholar
and (1996) “Beyond the crisis window for reform: Some ramifications for implementation,” Journal of Contingencies and Crisis Management 4: 149–61.Google Scholar
and (2004) “Understanding prison riots: Toward a threshold theory”, Punishment & Society 6: 47–65.Google Scholar
and 't (1996) Understanding Policy Fiascoes. New Brunswick: Transaction Publishers.
Bovens, M., 't Hart, P., Dekker, S., and Verheuvel, G. (1999) “The politics of blame avoidance: Defensive tactics in a Dutch crime-fighting fiasco,” in (ed.) When Things Go Wrong: Organizational failures and breakdowns. London: Sage, pp. 123–47.CrossRef
(1983) The Command and Control of Nuclear Forces. New Haven: Yale University Press.
and (eds.) (1998) Trust and Governance. New York: Russell Sage Foundation.
(2000) Minks or Submarines: The dilemma in the Swedish hunt for submarines. Stockholm: Swedish National Defence College.
, , and (2004) “Governing by looking back: Historical analogies in crisis management,” Public Administration 82: 191–210.Google Scholar
and (2003) “From ‘normal incidents’ to political crises: Understanding the selective politicization of policy failures,” Government and Opposition 38: 279–305.Google Scholar
and (eds.) (2004) Crisis Management in Slovenia: Comparative perspectives. Stockholm: Swedish National Defence College.
(2003) Chicago Death Trap: The Iroquois theatre fire of 1903. Carbondale: Southern Illinois University Press.
(ed.) (1979a) Studies in Crisis Behavior. New Brunswick: Transaction Books.
Brecher, M. (1979b) “‘Vertical’ case studies: A summary of findings,” in (ed.) Studies in Crisis Behavior, pp. 267–72.
(1979c) “State behavior in international crisis: A model,” Journal of Conflict Resolution 23: 446–80.Google Scholar
(1980) Decisions in Crisis: Israel's choices 1967 and 1973. Berkeley: University of California Press.
(1993)Crises in World Politics: Theory and reality. Oxford: Pergamon Press.
(1955) “Social control in the newsroom: A functional analysis,” Social Forces 33: 326–35.Google Scholar
and (1993) The Reforming Organization. London: Routledge.
(2003) A Short History of Nearly Everything. New York: Broadway Books.
and (1992) Leadership for the Common Good: Tackling public problems in a shared-power world. San Francisco: Jossey-Bass.
(2000) Ubiquity: Why catastrophes happen. New York: Three Rivers Press.
, , and (1989) How Presidents Test Reality: Decisions on Vietnam, 1954 and 1965. New York: Russell Sage Foundation.
(2001) “Learning in organizations and public policy,” Journal of Public Policy 21: 173–89.Google Scholar
, , and (1998) Security: A new framework for analysis. London: Lynne Rienner.
(1998) “The 1982 Swedish Hårsfjärden submarine incident: A decision making analysis,” Cooperation and Conflict 33: 367–407.Google Scholar
(2003) Rise and Fall of the Submarine Threat: Threat politics and submarine intrusions in Sweden 1980–2002. Uppsala: Uppsala University Press.
(1991) Administrative Reform Comes of Age. New York: Walter de Gruyter.
and (1997) “Organizational learning under fire: Theory and practice,” American Behavioral Scientist 40: 310–32.Google Scholar
(2000) “Training civil servants for crisis management,” Journal of Contingencies and Crisis Management 8: 192–6.Google Scholar
Charles, M. T. (2001) “The fall of TWA flight 800,” in , and (eds.) Managing Crises, pp. 216–34.
(1989) Coordination Without Hierarchy: Informal structures in multiorganizational systems. Berkeley: University of California Press.
(1999) Mission Improbable: Using fantasy documents to tame disasters. Chicago: The University of Chicago Press.
(2004) Against All Enemies: Inside America's war on terror. New York: The Free Press.
and (2003) The Plane Truth: Airline crashes, the media and transportation policy. Washington: Brookings Institution.
Columbia Accident Investigation Board (2003) Columbia Accident Investigation Report 1. Burlington: Apogee Books.
(1980) Dimensions of Political Drama. Santa Monica: Goodyear.
Committee of Privy Counsellors (2004) Review on Intelligence of Weapons of Mass Destruction. London: The Stationery Office.
(2004) The Point of Departure: Diaries from the front bench. New York: Simon and Schuster.
and (1999) “Altered states: Explaining domestic institutional change,” British Journal of Political Science 29: 177–203.Google Scholar
Crisis Onderzoek Team (1994) Crisismanagement bij Nevcin Polymers: Een reconstructie van de gebeurtenissen na 8 juli 1992. Leiden: COT.
(1983) Disasters and Development. New York: Oxford University Press.
, , and (1963) A Behavioral Theory of the Firm. Englewood Cliffs: Prentice-Hall.
(1993) Foreign Policy Failure in the White House: Reappraising the fall of the Shah and the Iran-Contra affair. Lanham: University Press of America.
(1990) In the Wake of the Exxon Valdez: The devastating impact of the oil spill. San Francisco: Sierra Club Books.
(forthcoming) Commissions as Troubleshooters: Crisis and the politics of inquiries. Dissertation. Department of Public Administration, Leiden University.
and (2004) “Learning under pressure: The effects of politicization on organizational learning in public bureaucracies,” Journal of Public Administration Research and Theory 14: 211–30.Google Scholar
(1966) The Nerves of Government: Models for political communication and control. New York: The Free Press.
, , and (eds.) (1994) Social Cognition: Impact on social psychology. San Diego: Academic Press.
, , , , , , and (1993) Performance Measures for the Criminal Justice System. Discussion papers from the BJS-Princeton Project, Princeton University.
(1992) Risk and Blame: Essays in cultural theory. London: Routledge.
and (1982) Risk and Culture: An essay on the selection of environmental dangers. Berkeley: California University Press.
(1984) Middle East Crisis: US decision making in 1958, 1970 and 1973. Berkeley: University of California Press.
(1986) Policymaking Under Adversity. New Brunswick: Transaction Books.
(1992) “The good society versus the state: Freedom and necessity in political innovation,” Journal of Politics 54: 518–40.Google Scholar
(1978) Control in a Bureaucracy. Oxford: Martin Robertson.
(1970) Organized Behaviour in Disaster. Lexington: D. C. Heath and Company.
and (2003) Lenses for Leaders: The role of complexity and prior expertise in shaping the use of analogy in foreign policy decision making. Washington: Department of Political Science, Washington State University.
(1964) The Symbolic Uses of Politics. Urbana: University of Illinois Press.
(1971) Politics as Symbolic Action: Mass arousal and quiescence. Chicago: Markham.
(1977) Political Language: Words that succeed and policies that fail. New York: Academic Press.
(1988) Constructing the Political Spectacle. Chicago: The University of Chicago Press.
(2002) Financial Crises: And what to do about them. New York: Oxford University Press.
(1966) The White House Years: Waging peace, 1956–1961. London: Heinemann.
Ekengren, M. and Sundelius, B. (2004) “National foreign policy co-ordination,” in , , and (eds.) Contemporary European Foreign Policy. London: Sage Publications, pp. 110–22.CrossRef
and (1983) The Political Uses of Symbols. New York: Longman.
(1993) “Framing: Toward a clarification of a fractured paradigm,” Journal of Communication 43: 51–8.Google Scholar
(1976) Everything in its Path: Destruction of community in the Buffalo Creek Flood. New York: Simon and Schuster.
(1994) A New Species of Trouble: Explorations in disaster, trauma and community. New York: Norton.
Eriksson, J. (2001) “Introduction”, in (ed.) Threat Politics: New perspectives on security, risk and crisis management. Aldershot: Ashgate, pp. 8–16.
(1985) Can Governments Learn? American foreign policy and Central American revolutions. New York: Pergamon Press.
(1996) Crisis Communications: A casebook approach. Mahwah: Lawrence Erlbaum Associates.
and (1981) “Information in organizations as signal and symbol,” Administrative Science Quarterly 26: 174–86.Google Scholar
Feldman, M. S. and March, J. G. (1988) “Information in organizations as signal and symbol,” in (ed.) Decisions and Organizations. Oxford: Blackwell, pp. 409–28.
(1996)Sitting in the Hot Seat: Leaders and teams for critical incidents. Chichester: Wiley.
Flin, R. (2001) “Decision making in crises: The Piper Alpha disaster”, in , and (eds.) Managing Crises, pp. 103–18.
and (eds.) (2002) Incident Command: Tales from the hot seat. Aldershot: Ashgate Publishing.
(1985) Military Incompetence: Why the American military doesn't win. New York: Hill and Wang.
(1993) Bridging the Gap: Theory and practice in foreign policy. Washington: United States Institute of Peace Press.
and (2002) “Harnessing conflict in foreign policy making: From devil's to multiple advocacy,” Presidential Studies Quarterly 32: 484–508.Google Scholar
(1980) Jimmy Carter: In search of the great White House. New York: W. W. Norton.
, (2005) Blink: The Power of Thinking Without Thinking.New York: Brown & Co.
and (2003) “Leadership and institutional reform: Engineering macroeconomic policy change in Australia”, Governance 16: 235–70.Google Scholar
and (1999) “Prison riots as microrevolutions: An extension of state-centered theories of revolution,” American Journal of Sociology 104: 985–1029.Google Scholar
and (1994) Moral Panics: The social construction of deviance. Oxford: Blackwell.
and (1999) Organizational Report Cards. Cambridge: Harvard University Press.
Graber, D. A., McQuail, D., and Norris, P. (1998) “Introduction: political communication in a democracy,” in , , and (eds.) The Politics of News: The news of politics. Washington: CQ Press.
(1990) When Knowledge is Power: Three models of change in international organizations. Berkeley: University of California Press.
(1975) Legitimation Crisis. Boston: Beacon Press.
and (1994). The Haldeman Diaries: Inside the Nixon White House. New York: Putnam.
(1993) “Policy paradigms, social learning and the state: The case of economic policy making in Britain,” Comparative Politics 35: 275–96.Google Scholar
(1971) Foreign Policy Crises: Appearance and reality in decision making. Columbus: Charles E. Merrill.
Hansén, D. and Stern, E. K. (2001) “From crisis to trauma: The Palme assassination case,” in , and (eds.) Managing Crises, pp. 177–99.
(1994) Prisoners of Myth: The leadership of the Tennessee Valley Authority. Princeton: Princeton University Press.
(1993) “Symbols, rituals and power: The lost dimension in crisis management,” Journal of Contingencies and Crisis Management 1: 36–50.Google Scholar
(1994) Groupthink in Government: A study of small groups and policy failure. Baltimore: Johns Hopkins University Press.
't Hart, P. and Boin, R. A. (2001) “Between crisis and normalcy: The long shadow of post-crisis politics,” in , and (eds.) Managing Crises, pp. 28–46.
and (1988) Het Heizeldrama: Rampzalig organiseren en kritieke beslissingen. Alphen aan de Rijn: Samsom.
and (eds.) (1997) Crises in het Nieuws: Samenspel en tegenspel tussen overheid en media. Alphen aan den Rijn: Samsom.
, , and (1993) “Crisis decision making: The centralization thesis revisited,” Administration and Society 25: 12–45.Google Scholar
't , and (eds.) (1997) Beyond Groupthink: Political group dynamics and foreign policy making. Ann Arbor: University of Michigan Press.
Hay, C. (2001) “The ‘crisis’ of Keynesianism and the rise of neoliberalism in Britain: An ideational institutionalist approach,” in and (eds.) The Rise of Neoliberalism and Institutional Analysis. Princeton: Princeton University Press, pp. 193–218.
Heath, R. L. (2004) “Telling a story: A narrative approach to communication during crisis,” in and (eds.) Responding to Crisis, pp. 167–87.
(1974) Modern Social Politics in Britain and Sweden. New Haven: Yale University Press.
(2000) You'd Better Have a Hose if You Want to Put Out the Fire. Windsor: Gollywobbler Productions.
, and (1987) “Decision making during international crisis: Is quality of process related to outcome?,” Journal of Conflict Resolution 31: 203–26.Google Scholar
(1963) “Some consequences of crisis which limit the viability of organizations,” Administrative Science Quarterly 8: 61–82.Google Scholar
(ed.) (1972) International Crises: Insights from behavioral research. New York: The Free Press.
(1979) “Indicators of stress in policy makers during foreign policy crises,” Political Psychology 1: 27–46.Google Scholar
and (1998) “International Decision Making: Leadership Matters” Foreign Policy 110: 124–137.Google Scholar
and (1991) Coping with Catastrophe: A handbook of disaster management. London: Routledge.
(1972) Crisis, Escalation and War. Montreal: McGill-Queens University Press.
Holsti, O. R. (1979) “Theories of crisis decisionmaking,” in (ed.) Diplomacy: New approaches in history, theory, and policy. New York: The Free Press, pp. 99–136.
Honig, J. W. (2001) “Avoiding war, inviting defeat: The Srebrenica crisis, July 1995,” in and (eds.) Managing Crises, pp. 61–73.CrossRef
and (1997) Srebrenica: Record of a war crime. New York: Penguin.
(1976) The Limits of Administration. London: John Wiley.
, , , and (eds.) (2004) Controlling Modern Government: Oversight, competition, mutuality and randomness in three public policy domains. Cheltenham: Edgar Elgar.
Hoyt, P. D. and Garrison, J. A. (1997) “Political manipulation within the small group of foreign policy advisers in the Carter administration,” in , and (eds.) Beyond Groupthink, pp. 249–74.
(1996) “Framing responsibility for political issues,” Annals of the American Academy of Political and Social Sciences 546: 59–70.Google Scholar
Jacobs, B. D. (1989) “The Brixton riots: London 1981,” in , and (eds.) Coping with Crisis, pp. 340–66.
Jacobs, B. D. and Boin, R. A. (2001) “The Stephen Lawrence case: The London metropolitan police in crisis,” in , and (eds.) Managing Crises, pp. 74–88.
Jacobs, B. D. and 't Hart, P. (1992) “Disaster at Hillsborough stadium: A comparative analysis,” in and (eds.) Hazard Management and Emergency Planning: Perspectives on Britain. London: James and James, pp. 127–51.
(1982) Groupthink. Boston: Houghton Mifflin.
(1989) Crucial Decisions: Leadership in policymaking and crisis management. New York: The Free Press.
and (1977) Decision-making: A psychological analysis of conflict, choice and commitment. New York: The Free Press.
(ed.) (1994) Learning from Disaster: Risk management after Bhopal. Philadelphia: University of Pennsylvania Press.
(1976) Perception and Misperception in International Politics. Princeton: Princeton University Press.
(1997) System Effects: Complexity in political and social life. Princeton: Princeton University Press.
and (1995) Beliefs in Government. Oxford: Oxford University Press.
(1988) Surprise Attack. Cambridge: Harvard University Press.
(1993) “Opening the window for reform: Mandates, crises and extraordinary policy making,” Comparative Political Studies 25: 433–86.Google Scholar
(1988) Ritual, Politics and Power. New Haven: Yale University Press.
(2003) “Contingent coordination: Practical and theoretical puzzles for homeland security,” American Review of Public Administration 33: 253–77.Google Scholar
(2004) System Under Stress: Homeland security and American politics. Washington: CQ Press.
(1961) Public Opinion and American Democracy. New York: Knopf.
(1966) The Responsible Electorate: Rationality in presidential voting. Cambridge: Harvard University Press.
(1999) Catastrophe: An investigation into the origins of the modern world. London: Century Keys.
(1992) Analogies at War: Korea, Munich, Dien Bien Phu, and the Vietnam decisions of 1965. Princeton: Princeton University Press.
(1995) Agendas, Alternatives, and Public Policies. 2nd ed. New York: HarperCollins.
(2001) Sources of Power: How people make decisions. 7th ed. London: The MIT Press.
(1994) Learning From Accidents. London: Butterworth-Heinemann.
(2002) Heat Wave: A social autopsy of disaster in Chicago. Chicago: University of Chicago Press.
, 't and (1991) “Managing group decision making processes: Individual versus collective accountability and groupthink,” International Journal of Conflict Management 2: 91–115.Google Scholar
(2004) Cast in Concrete? The institutional dynamics of Belgian and Dutch social policy reform. Dissertation. Delft: Eburon.
and (2004) “Crisis management, crisis response: An introduction to the symposium”, Review of Policy Research 21: 141–3.Google Scholar
(1990) States of Emergency: Technological failures and social destabilization. London: Butterworth-Heinemann.
(1997) “Learning processes for crisis management in complex organizations,” Journal of Contingencies and Crisis Management 5: 24–31.Google Scholar
(2004) “Understanding the French 2003 heat wave experience: Beyond the heat, a multi-layered challenge,” Journal of Contingencies and Crisis Management 12: 160–9.Google Scholar
(1973) “On the concept of a self-correcting organization,” Public Administration Review 33: 533–42.Google Scholar
(1998) “Self-destructive processes in institution building and some modest countervailing mechanisms,” European Journal of Political Research 33: 1–39.Google Scholar
(1996) “High reliability organizations: Unlikely, demanding, and at risk,” Journal of Contingencies and Crisis Management 4: 60–71.Google Scholar
LaPorte, T. R. (2003) “Anticipating Rude Surprises: Reflections on ‘crisis management’ without end.” EU/US Crisis Management Conference: Minnowbrook Conference Center, 6–10 August.
, , and (eds.) (2005) Crisis Decision Making in the European Union. Stockholm: Swedish National Defence College.
(1966) Psychological Stress and the Coping Process. New York: McGraw-Hill.
(1981) Between Peace and War: The nature of international crisis. Baltimore: Johns Hopkins University Press.
and (1994) We All Lost the Cold War. Princeton: Princeton University Press.
(1976) The Management of Change in Government. The Hague: Martinus Nijhoff.
(1995) Safeware: System safety and computers. Reading: Addison Wesley.
(1997) Hidden Agendas: Politics, law and disorder. London: Hamish Hamilton.
Libertore, A. (1993) “Chernobyl comes to Italy: The reciprocal relationships of radiation experts, government policies, and the media,” in and (eds.) The Politics of Expert Advice: Creating, using and manipulating scientific knowledge for public policy. Edinburgh: University of Edinburgh Press, pp. 33–48.
(2003) ‘Vad Styr Ledaren? Om beslutsfattare och policyforandring i sakerhetspolitiska kriser.’Dissertation, Uppsala University.
Linz, J. J. (1978) “Crisis, breakdown and reequilibration,” in Linz and Stepan (eds.) The Breakdown of Democratic Regimes.
and (eds.) (1978) The Breakdown of Democratic Regimes. Baltimore: Johns Hopkins University Press.
(1980) Street-level Bureaucracy: Dilemmas of the individual in public service. New York: Russell Sage Foundation.
and (1977) Commission Politics: The processing of racial crisis in America. New Brunswick: Transaction Books.
(2004) What the Media are Doing to Our Politics. London: Constable.
, and (1987) “The role of consciousness in priming effects on categorization: Assimilation versus contrast as a function of awareness of the priming task,” Personality and Social Psychology Bulletin 13: 411–29.Google Scholar
and (1980) “Groupthink: A critique of Janis's theory,” Review of Personality and Social Psychology 1: 74–93.Google Scholar
(1978) Leadership. New York: Harper and Row.
(1990) National Choices and International Processes. Cambridge: Cambridge University Press.
, and (2004) “Beyond normal accidents and high reliability organizations: The need for an alternative approach to safety in complex systems.” Paper presented at the Engineering Systems Division Symposium. Cambridge: The MIT Press.
(ed.) (1988) Decisions and Organizations. Oxford: Blackwell.
(1994) A Primer on Decision Making: How decisions happen. New York: The Free Press.
(1972) “Lessons” of the Past. New York: Oxford University Press.
(1989) “The nature of social influence in groupthink: Compliance and internalization,” Journal of Personality and Social Psychology 22: 250–60.Google Scholar
(2003) “Overview: Crisis management, influences, responses and evaluation,” Parliamentary Affairs 56: 363–409.Google Scholar
(1990) Rules for Rulers: The politics of advice. Philadelphia: Temple University Press.
(2002) Media Democracy: How the media colonize politics. Cambridge: Polity Press.
(1986) When It Hits the Fan: Managing the nine crises of business. Boston: Houghton Mifflin.
Milburn, T. (1972) “The management of crisis,” in (ed.) International Crises, pp. 259–80.
and (ed.) (2004) Responding to Crisis: A rhetorical approach to crisis communication. Mahwah: Lawrence Erlbaum.
Millar, F. E. and Beck, D. B. (2004) “Metaphors of crisis,” in Millar and Heath (eds.) Responding to Crises, pp. 153–66.
Miller, A. (2001) “The Los Angeles Riots: A study in crisis paralysis,” in Rosenthal, Boin and Comfort (eds.) Managing Crises, pp. 49–60.CrossRef
and (1990) We're So Big and Powerful Nothing Bad Can Happen to Us. New York: Carol Publishing Corporation.
(1995) “Innovative leadership and policy change: Lessons from Thatcher,” Governance 8: 1–25.Google Scholar
and (1989) Apollo: Race to the moon. New York: Simon and Schuster.
(2002) Terrorism and the Media: From the Iran hostage crisis to the World Trade Center bombing. 3rd ed. New York: Columbia University Press.
National Commission on Terrorist Attacks (2004) The 9/11 Commission Report. New York: W. W. Norton & Company.
and (1986) Thinking in Time: The uses of history for decision-makers. New York: The Free Press.
and (1985) Nightly Horrors: Crisis coverage in television network news. Knoxville: University of Tennessee Press.
and (1990) Mediated Political Realities. 2nd ed. New York: Longman.
and (1980) Human Inference: Strategies and shortcomings of social judgment. Englewood Cliffs: Prentice-Hall.
(1991) “The information crisis in Sweden after Chernobyl,” Media, Culture and Society 13: 477–97.Google Scholar
(2001) Leadership: Theory and research. Thousand Oaks: Sage Publications.
and (1988) The Handbook for Effective Emergency and Crisis Management. Lexington: Lexington Books.
OECD (2003) Emerging Risks in the 21st Century: An agenda for action. Paris: OECD.
(1991) “The impact of celebrity spokespersons' perceived image on consumers' intention to purchase,” Journal of Advertising Research 31: 46–54.Google Scholar
and (eds.) (1996) Lessons From Experience: Experiential learning in administrative reforms in eight democracies. Oslo: Scandinavian University Press.
(1968) The Korean Decision: June 24–30, 1950. New York: The Free Press.
and (2002) “Blindsided? September 11 and the origins of strategic surprise,” Political Psychology 23: 601–30.Google Scholar
Patterson, P. (1989) “Reporting Chernobyl: Cutting the government fog to cover the nuclear cloud,” in , and (eds.) Bad Tidings, pp. 131–48.
and (1992) Transforming the Crisis-prone Organization: Preventing individual, organizational and environmental tragedies. San Francisco: Jossey-Bass.
and (1995) “Command and control in policing: A systems assessment of the gold, silver and bronze structure,” Journal of Contingencies and Crisis Management 3: 181–7.Google Scholar
(1984) Normal Accidents: Living with high-risk technologies. New York: Basic Books.
(1994) “The limits of safety: The enhancement of a theory of accidents”, Journal of Contingencies and Crisis Management 2: 212–20.Google Scholar
(1999) Normal Accidents: Living with high-risk technologies. 2nd ed. Princeton: Princeton University Press.
and (1990) The AIDS Disaster: The failure of organizations in New York and the nation. New Haven: Yale University Press.
and (1997) “Principles for managing community relocation as hazard mitigation measure,” Journal of Contingencies and Crisis Management 5: 49–59.Google Scholar
(ed.) (1985) “Emergency management: A challenge for public administration,” Public Administration Review 45: 3–7.Google Scholar
and (eds.) (2001) Politicians, Bureaucrats, and Administrative Reform. London: Routledge.
(1992) To Engineer is Human: The role of failure in successful design. New York: Vintage Books.
Pfetsch, B. (1998) “Government news management,” in , and (eds.) The Politics of News: The news of politics. Washington: CQ Press, pp. 70–93.
(1997) “The limits to safety? Culture, politics, learning and man-made disasters,” Journal of Contingencies and Crisis Management 5: 1–14.Google Scholar
(2000) “Increasing returns, path dependence, and the study of politics,” American Political Science Review 94: 251–67.Google Scholar
(ed.) (1971) The Politics of Riot Commissions, 1917–1970: A collection of official reports and critical essays. New York: Macmillan.
(1993) Managerialism and the Public Services: Cuts or cultural change in the 1990s? 2nd ed. Oxford: Blackwell.
Post, J. M. (1991) “The impact of crisis-induced stress on policy makers,” in (ed.) Avoiding War: Problems of crisis management. Boulder: Westview Press, pp. 471–94.
(2001) The President and His Inner Circle: Leadership style and the advisory process in foreign affairs. New York: Columbia University Press.
and (1999) “Understanding and evaluating bureaucratic politics: The nexus between political leaders and advisory systems,” Political Psychology 20: 49–98.Google Scholar
(1995) Television, the Public Sphere and National Identity. Oxford: Clarendon Press.
(1954) “The nature and conditions of panic,” American Journal of Sociology 60: 267–75.Google Scholar
(1996) “The future is not the past repeated: Projecting disasters in the 21st century from present trends,” Journal of Contingencies and Crisis Management 4: 228–40.Google Scholar
(ed.) (1998) What is a Disaster? Perspectives on the question. London: Routledge.
and (eds.) (2005). What is a Disaster? New answers to old questions. Philadelphia: Xlibris Press.
(1986) When Disaster Strikes: How individuals and communities cope with catastrophe. New York: Basic Books.
(1990) Human Error. New York: Cambridge University Press.
and (1997) Risk Issues and Crisis Management: A casebook of best practice. London: Kogan Page.
Resodihardjo, S. L. (forthcoming) Institutional Crises and Reform: Constrained opportunities. Dissertation. Department of Public Administration, Leiden University.
Reyntjens, F. (2001) “From ethnicity to genocide in Rwanda,” in , and (eds.) Managing Crises, pp. 89–100.
(1997) “Complexity, tight-coupling and reliability: Connecting normal accidents theory and high reliability theory,” Journal of Contingencies and Crisis Management 5: 15–23.Google Scholar
Rijpma, J. A. and van Duin, M. J. (2001) “From accident to disaster: The response to the Hercules crash,” in , and (eds.) Managing Crises, pp. 143–54.
(1988) Decisionmaking During International Crises. London: MacMillan.
(ed.) (1993) New Challenges to Understanding Organizations. New York: MacMillan.
Robertson, A. (2001) “Mediated threats,” in (ed.) Threat Politics: New perspectives on security, risk and crisis management. Aldershot: Ashgate, pp. 61–83.
(1996) “Reliable organizations: Present research and future directions,” Journal of Contingencies and Crisis Management 4: 55–9.Google Scholar
(1993) Lesson-drawing in Public Policy: A guide to learning across time and space. Chatham: Chatham House Publishers.
and (1994) Inheritance in Public Policy: Change without choice in Britain. New Haven: Yale University Press.
(1978) Political Order: Rewards, punishments and political stability. Meppel: Krips Repro.
Rosenthal, U. (1998) “Future disasters, future definitions”, in (ed.) What is a Disaster? Perspectives on the question. London: Routledge, pp. 146–60.
Rosenthal, U., Boin, R. A., and Bos, C. J. (2001) “Shifting identities: The reconstructive mode of the Bijlmer plane crash,” in Rosenthal, Boin, and Comfort (eds.) Managing Crises, pp. 200–15.
, and (eds.) (2001) Managing Crises: Threats, dilemmas, opportunities. Springfield: Charles C. Thomas.
, and (eds.) (1989) Coping With Crisis: The management of disasters, riots and terrorism. Springfield: Charles C. Thomas.
Rosenthal, U., Charles, M. T., 't Hart, P., Kouzmin, A. and Jarman, A. (1989) “From case studies to theory and recommendations,” in Rosenthal, Charles and 't Hart (eds.) Coping with Crisis, pp. 466–67.
Rosenthal, U. and 't Hart, P. (1989) “Managing terrorism: The South Moluccan hostage takings,” in Rosenthal, Charles, and 't Hart (eds.) Coping with Crisis, pp. 367–93.
, , and (1991) “The bureau-politics of crisis management,” Public Administration 69: 211–33.Google Scholar
, , , , , , (1994) Complexity in Urban Crisis Management: Amsterdam's response to the Bijlmer air disaster. London: James & James.
(2004) Weapons of Mass Persuasion: Marketing the war against Iraq. Toronto: University of Toronto Press.
(ed.) (1999) Theories of the Policy Process. Boulder: Westview Press.
and (1993) Policy Change and Learning: An advocacy coalition approach. Boulder: Westview Press.
(1993) The Limits of Safety: Organizations, accidents and nuclear weapons. Princeton: Princeton University Press.
(2002) “Crimes of Bhopal and the global campaign for justice,” Social Justice 29: 47–52.Google Scholar
Scanlon, J. (1989) “Toxic chemicals and emergency management: The evacuation of Mississauga, Ontario, Canada,” in , and (eds.) Coping With Crisis, pp. 303–21.
(1994) “The role of EOCs in emergency management: A comparison of American and Canadian experience,” International Journal of Mass Emergencies and Disasters 12: 51–75.Google Scholar
(1993) Flirting With Disaster: Public management in crisis situations. Armonk: Sharpe.
(1971) Beyond the Stable State. New York: Random House.
and (1994). Frame Reflection: Toward the resolution of intractable policy controversies. New York: Basic Books.
(1943) Capitalism, Socialism and Democracy. London: Allen & Unwin.
and (2003) Abrupt Climate Change Scenario and its Implications for United States National Security. Report commissioned by the US Defense Department. Washington: United States Department of Defense.
and (2004) “Managerial values and accountability pressures: Challenges of crisis and disaster,” Journal of Public Administration Research and Theory 14: 79–102.Google Scholar
, , and (2003) Communication and Organizational Crisis. Westport: Praeger.
(1957) Leadership in Administration: A sociological interpretation. New York: Row-Peterson.
Senate Intelligence Committee (2004) Report on the U.S. Intelligence Community's Prewar Intelligence Assessments on Iraq. Washington: US Senate.
(2003) Prime Ministers and the Media: Issues of power and control. Malden: Blackwell.
(2001) “A comment on institutional change,” Journal of Theoretical Politics 13: 321–5.Google Scholar
(1966) Improvised News: A sociological study of rumor. New York: Bobbs-Merrill.
Shils, E. A. (1968) “Ritual and crisis,” in (ed.) The Religious Situation. Boston: Beacon Press, pp. 730–40.
(1987) And the Band Played On: Politics, people and the AIDS epidemic. New York: St. Martin's Press.
(1987) Bhopal: Anatomy of a crisis. Cambridge: Ballinger.
(1985) All Fall Down: America's tragic encounter with Iran. New York: Random House.
(1981) Pure Politics and Impure Science: The swine flu affair. Baltimore: Johns Hopkins University Press.
(1976) Administrative Behavior: A study of decision making processes in administrative organization. 3rd ed. New York: The Free Press.
(1981) The Sciences of the Artificial. 2nd ed. Cambridge: The MIT Press.
(1992) “Learning through failure: The strategy of small losses,” Research in Organizational Behavior 14: 231–66.Google Scholar
Skocpol, T. (1985) “Bringing the state back in: Strategies of analysis in current research,” in , , and (eds.) Bringing the State Back in. Cambridge: Cambridge University Press, pp. 3–37.CrossRef
(1984) Corporate Recovery: Successful turnaround strategies and their implementation. Harmondsworth: Penguin Books.
and (1977) “Designs for crisis decision units,” Administrative Science Quarterly 22: 640–57.Google Scholar
(1962) Theory of Collective Behavior. London: Routledge.
Smith, D. (2005) “Through a glass darkly: A response to Stallings' ‘Disaster, crisis, collective stress, and mass deprivation’ ”, in and (eds.) What is a Disaster?, pp. 292‒307.
(1989) The Power Game: How Washington works. New York: Ballantine Books.
(1985) “Groupthink and the hostage rescue mission,” British Journal of Political Science 15: 117–23.Google Scholar
(2004) “Resisting neo-liberalism: The poisoned water in Walkerton, Ontario,” Social and Legal Studies 13: 265–89.Google Scholar
(1943) Man and Society in Calamity: The effects of war, revolution, famine, pestilence upon human mind, behavior, social organization and cultural life. 3rd ed. New York: Dutton.
(1995) Promoting Risk: Constructing the earthquake threat. New York: Aldine De Gruyter.
(2003) Psychological Foundations of Organizational Behavior. Englewood Cliffs: Prentice Hall.
, and (1981) “Threat rigidity effects in organizational behaviour: A multilevel analysis,” Administrative Science Quarterly 26: 501–24.Google Scholar
(2000) Acts of God: The unnatural history of natural disaster in America. New York: Oxford University Press.
(1980) Three Mile Island. New York: Random House.
Stern, E. K. (1997a) “Probing the plausibility of newgroup syndrome: Kennedy and the Bay of Pigs,” in , and (eds.) Beyond Groupthink: Political group dynamics and foreign policymaking. Ann Arbor: University of Michigan Press, pp. 153–89.
(1997b) “Crisis and learning: A balance sheet,” Journal of Contingencies and Crisis Management 5: 69–86.Google Scholar
(1999) Crisis Decisionmaking: A cognitive-institutional approach. Stockholm: Department of Political Science, Stockholm University.
. (2003) “Crisis Studies and Foreign Policy Analysis: Insights, Synergies, and Challenges” International Studies Review 5: 183–202.CrossRef
and (eds.) (2000) Crisis Management in a Transitional Society: The Latvian experience. Stockholm: Swedish National Defence College.
and (eds.) (1999) Crisis Management in Estonia: Case studies and comparative perspectives. Stockholm: Swedish National Defence College.
and (1997) “Sweden's twin monetary crises of 1992: Rigidity and learning in crisis decision making,” Journal of Contingencies and Crisis Management 5: 32–48.Google Scholar
and (2002) “Crisis management Europe: An integrated regional research and training program,” International Studies Perspectives 3: 771–88.Google Scholar
, , , , and (2002) “Crisis management in transitional democracies: The Baltic experience,” Government and Opposition 37: 524–50.Google Scholar
(1995) “Managing legitimacy: Strategies and institutional approaches,” Academy of Management Review 20: 571–610.Google Scholar
and (2004) “Strategic dilemmas of biosecurity in the European Union,” Biosecurity and Bioterrorism 2: 17–23.Google Scholar
and (2004) “FEMA's path to homeland security: 1979–2003,” Journal of Homeland Security and Emergency Management 1: 1–21.Google Scholar
(1994) Power in Movement: Social movements, collective action and politics. Cambridge: Cambridge University Press.
(1995) Leadership of Public Bureaucracies: The administrator as conservator. Thousand Oaks: Sage Publications.
(1999) “External shocks, conflict and learning as interactive sources of change in US security policy,” Journal of Public Policy 19: 209–31.Google Scholar
and (1928) The Child in America: Behavior problems and programs. New York: A. A. Knopf.
(1967) Organizations in Action: Social science bases of administrative theory. New York: McGraw-Hill.
, and (2001) Facing the Unexpected: Disaster preparedness and response in the United States. Washington: Joseph Henry Press.
and (1997) Roads From Past to Future. Lanham: Rowman & Littlefield.
(1976) “The organizational and interorganizational development of disasters,” Administrative Science Quarterly 21: 378–97.Google Scholar
(1978) Man-made Disasters. London: Wykeham.
and (1997) Man-made Disasters. 2nd ed. London: Butterworth Heinemann.
and (eds.) (1981) Intergroup Behaviour. Oxford: Blackwell.
and (1989) States of Siege: U.S. prison riots, 1971–1986. New York: Oxford University Press.
(1992) Van Rampen Leren: Een vergelijkend onderzoek naar de lessen uit spoorwegongevallen, hotelbranden en industriële ongelukken. Dissertation. Department of Public Administration, Leiden University.
(1993) Perilous Options: Special operations as an instrument of U.S. foreign policy. New York: Oxford University Press.
(2004) Mediahype. Amsterdam: Aksant.
(1996) The Challenger Launch Decision: Risky technology, culture and deviance at NASA. Chicago: University of Chicago Press.
(2003) Decision-making in Great Britain During the Suez Crisis: Small groups and a persistent leader. Aldershot: Ashgate.
(1990) The World in their Minds: Information processing, cognition and perception in foreign policy decisionmaking. Stanford: Stanford University Press.
(1997) In the Crossfire: A political history of the Bureau of Alcohol, Tobacco, and Firearms. Boulder: Lynne Rienner.
(2004) Improvising 9/11: Organizational improvisation following the World Trade Center disaster. Dissertation. Delaware: University of Delaware.
(1992) Contemporary Issues in Public Disorder: A comparative and historical approach. London: Routledge.
, and (eds.) (1989) Bad Tidings: Communication and catastrophe. Hillsdale: Lawrence Erlbaum Associates.
(1990) Terrorism and Emergency Management: Policy and administration. New York: Marcel Dekker Inc.
(1988) “Enacted sense making in crisis situations,” Journal of Management Studies 25: 305–17.Google Scholar
(1995) Sense Making in Organizations. Thousand Oaks: Sage Publications.
and (2002) Managing the Unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
Weick, K. E., Sutcliffe, K. M., and Obstfeld, D. (1999) “Organizing for high reliability: Processes of collective mindfulness,” in . and (eds.) Research in Organizational Behavior 21: 81–123. Stanford: Jai Press.
, and (1986) Disaster Analysis: Local emergency management offices and arrangements. Newark: University of Delaware.
(ed.) (1986) Psychology and the Prevention of Nuclear War. New York: New York University Press.
(1984) Speaking Truth to Power: The art and craft of policy analysis. New Brunswick: Transaction.
(1988) Searching for Safety. Berkeley: University of California Press.
(1995) But Is It True? A citizen's guide to environmental health and safety issues. Cambridge: Harvard University Press.
and (1991) “Theories of risk perception: Who fears what and why?,” Daedalus: Journal of the American Academy of Arts and Sciences 119: 41–59.Google Scholar
(1967) Organizational Intelligence: Knowledge and policy in government and industry. New York: The Free Press.
Wilkins, L. (1989) “Bhopal: The politics of mediated risk,” in , , and (eds.) Bad Tidings: Communication and catastrophe. Hillsdale: Lawrence Erlbaum Associates, pp. 21–34.
(1994) “Path-dependency, or why history makes it difficult, but not impossible to reform health care services in a big way,” Journal of Public Policy 14: 251–83.Google Scholar
(2002) Darwin's Cathedral. Chicago: University of Chicago Press.
(1989) Bureaucracy. New York: The Free Press.
(2004) Plan of Attack. New York: Simon and Schuster.
and (1994) All the President's Men. New York: Simon and Schuster.
(ed.) (1994) International Multilateral Negotiations: Approaches to the management of complexity. San Francisco: Jossey-Bass.
and (1995) Germany Unified and Europe Transformed: A Study of Statecraft. Cambridge, MA: Harvard University Press.