Since the publication of the first edition in 2002, interest in crisis management has been fuelled by a number of events, including 9/11.

The first edition of this text was praised for its rigorous yet logical approach, and this is continued in the second edition, which provides a well-researched, theoretically robust approach to the topic combined with empirical research in continuity management. New chapters are included on digital resilience and principles of risk management for business continuity. All chapters are revised and updated with particular attention being paid to the impact on smaller companies. New cases include: South Africa Bank, Lego, Morgan Stanley Dean Witter; small companies impacted by 9/11; and the New York City power outage of August 2003.

Contents:
Part 1: Crisis Management: Theory, systems and practice 1. Denis Smith and Dominic Elliott (2001) Crisis management Perrow, C. (1994) 'The limits of safety: The enhancement of a theory of accidents', Journal of Contingencies and Crisis Management, 2(4), pp. 212-220. 3. Shrivastava, P., Mitroff, I., Miller, D. and Miglani, M. (1988) 'Understanding industrial crises', Journal of Management Studies, 25(2), pp. 283-303. 4. Mitroff, I., Pauchant, T. and Shrivastava, P. (1988) The structure of man-made organizational crisis', Technological Forecasting and Social Change, 33, pp83-107. 5. Miller, D (1988) Organisational pathology and industrial crisis, Industrial Crisis Quarterly 2 (1) pp 65-74 6. Dominic Elliott Section Commentary Part 2: Modelling the Crisis Management Process 8. Smith, D. Modelling crises Mitroff, I., Pauchant, T. and Shrivastava, P. (1988) The structure of man-made organizational crisis', Technological Forecasting and Social Change, 33, pp83-107.
11. Pauchant, T. and Mitroff, I.I. (1988) `Crisis prone versus crisis avoiding organisations', Industrial Crisis Quarterly, 2, pp. 53-63. 12. Smith, D. (1990) 'Beyond contingency planning - Towards a model of crisis management'. Industrial Crisis Quarterly. 4(4). pp. 263-275. 13. Roberts, K. H. (1990) 'Some characteristics of one type of High Reliability Organization', Organization Science, 1(2), pp. 160-177. 14. Fortune, J. and Peters, G. (1994) 'Systems analysis of failures as a quality management tool', British Journal of Management, 5, pp. 205-213. 15. Turner, B.A. and Toft, B. (1988) 'Organizational learning from disasters', in Emergency Planning for Industrial Hazards, London: Elsevier Applied Science, pp. 297-313. 16. Weick, K.E. (1988) "Enacted sensemaking in crisis situations" Journal of Management Studies, 25, pp. 305-317 17. Professor Charles Perrow, Yale University Section Commentary Part 3: The Crisis of Management: Cultural and Psychological Dynamics of Risk and Crisis Management 18. Denis Smith Latent error, management and the incubation of failure within crisis management 19. Rasmussen, J. (1982) 'Human errors: A taxonomy for describing human malfunction in industrial installations', Journal of Occupational Accidents, 4, pp. 311-335. 20. Reason, J. (1990) 'The contribution of latent human failures to the breakdown of complex systems', Philosophical Transactions of the Royal Society of London, B, 37, pp. 475-484. 21. Weick, K.E.. (1993) "The collapse of sensemaking in organizations: The Mann Gulch Disaster", Administrative Science Quarterly, 38, pp. 628-652. 22. Radell, W.W. (1992) 'Storming and catastrophic systems failure', Industrial Crisis Quarterly, 6, pp. 295-312. 23. Thierry Pauchant Section Commentary Part 4: Crisis management in practice 24. Smart, C. and Vertinsky, I. (1977) 'Designs for crisis decision units', Administrative Science Quarterly, 22, pp. 640-657. 25. Weick, K.E. and Roberts, K. H. (1993) 'Collective minds in organizations: Heedful interrelating on flight decks', Administrative Science Quarterly, 38, pp. 357-381. 26. Elliott, D. and Smith, D. (1993) 'Football stadia disasters in the United Kingdom: Learning from tragedy', Industrial and Environmental Crisis Quarterly, 7(3) pp.205-229. 26. Professor Paul Shrivastava, Bucknell University Section Commentary

Contents:
Part 1: Crisis Management: Theory, systems and practice 1. Denis Smith and Dominic Elliott (2001) Crisis management Perrow, C. (1994) 'The limits of safety: The enhancement of a theory of accidents', Journal of Contingencies and Crisis Management, 2(4), pp. 212-220. 3. Shrivastava, P., Mitroff, I., Miller, D. and Miglani, M. (1988) 'Understanding industrial crises', Journal of Management Studies, 25(2), pp. 283-303. 4. Mitroff, I., Pauchant, T. and Shrivastava, P. (1988) The structure of man-made organizational crisis', Technological Forecasting and Social Change, 33, pp83-107. 5. Miller, D (1988) Organisational pathology and industrial crisis, Industrial Crisis Quarterly 2 (1) pp 65-74 6. Dominic Elliott Section Commentary Part 2: Modelling the Crisis Management Process 8. Smith, D. Modelling crises Mitroff, I., Pauchant, T. and Shrivastava, P. (1988) The structure of man-made organizational crisis', Technological Forecasting and Social Change, 33, pp83-107.
11. Pauchant, T. and Mitroff, I.I. (1988) `Crisis prone versus crisis avoiding organisations', Industrial Crisis Quarterly, 2, pp. 53-63. 12. Smith, D. (1990) 'Beyond contingency planning - Towards a model of crisis management'. Industrial Crisis Quarterly. 4(4). pp. 263-275. 13. Roberts, K. H. (1990) 'Some characteristics of one type of High Reliability Organization', Organization Science, 1(2), pp. 160-177. 14. Fortune, J. and Peters, G. (1994) 'Systems analysis of failures as a quality management tool', British Journal of Management, 5, pp. 205-213. 15. Turner, B.A. and Toft, B. (1988) 'Organizational learning from disasters', in Emergency Planning for Industrial Hazards, London: Elsevier Applied Science, pp. 297-313. 16. Weick, K.E. (1988) "Enacted sensemaking in crisis situations" Journal of Management Studies, 25, pp. 305-317 17. Professor Charles Perrow, Yale University Section Commentary Part 3: The Crisis of Management: Cultural and Psychological Dynamics of Risk and Crisis Management 18. Denis Smith Latent error, management and the incubation of failure within crisis management 19. Rasmussen, J. (1982) 'Human errors: A taxonomy for describing human malfunction in industrial installations', Journal of Occupational Accidents, 4, pp. 311-335. 20. Reason, J. (1990) 'The contribution of latent human failures to the breakdown of complex systems', Philosophical Transactions of the Royal Society of London, B, 37, pp. 475-484. 21. Weick, K.E.. (1993) "The collapse of sensemaking in organizations: The Mann Gulch Disaster", Administrative Science Quarterly, 38, pp. 628-652. 22. Radell, W.W. (1992) 'Storming and catastrophic systems failure', Industrial Crisis Quarterly, 6, pp. 295-312. 23. Thierry Pauchant Section Commentary Part 4: Crisis management in practice 24. Smart, C. and Vertinsky, I. (1977) 'Designs for crisis decision units', Administrative Science Quarterly, 22, pp. 640-657. 25. Weick, K.E. and Roberts, K. H. (1993) 'Collective minds in organizations: Heedful interrelating on flight decks', Administrative Science Quarterly, 38, pp. 357-381. 26. Elliott, D. and Smith, D. (1993) 'Football stadia disasters in the United Kingdom: Learning from tragedy', Industrial and Environmental Crisis Quarterly, 7(3) pp.205-229. 26. Professor Paul Shrivastava, Bucknell University Section Commentary

Since the publication of the first edition in 2002, interest in crisis management has been fuelled by a number of events, including 9/11.

The first edition of this text was praised for its rigorous yet logical approach, and this is continued in the second edition, which provides a well-researched, theoretically robust approach to the topic combined with empirical research in continuity management. New chapters are included on digital resilience and principles of risk management for business continuity. All chapters are revised and updated with particular attention being paid to the impact on smaller companies. New cases include: South Africa Bank, Lego, Morgan Stanley Dean Witter; small companies impacted by 9/11; and the New York City power outage of August 2003.