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Risk regulation under pressure: problem solving or blame shifting?

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This paper explores a style-phase model of staged organizational responses to external pressure for change against two competing hypotheses, focusing on demands for greater openness and transparency. A study of six risk regulation regimes in the UK revealed that only half were exposed to substantial pressures of this type. Responses of organizations in the ‘high-pressure’ regimes were varied, but the overall pattern was consistent with a mixture of an autopoietic and staged-response hypothesis stressing blame-prevention, and the paper accordingly presents a hybrid ‘Catherine-wheel’ model of the observed pattern. The paper concludes by discussing the implications for policy outcomes.

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en

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application/pdf

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http://eprints.lse.ac.uk/335/1/Admin_Soc_BPR_2001_02_02nd_FINAL.pdf

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