This book examines comparatively the US and the UK governments' management of Y2K and considers the extent to which such management can be understood as responses to market pressures, public opinion and organized interests. It concludes by providing valuable lessons to those concerned about managing risk and critical infrastructure today.

KEVIN F. QUIGLEY is an Assistant Professor at the School of Public Administration at Dalhousie University, Halifax, Canada.

Introduction Risk-A Contested Concept How did the Governments react to Y2K? The Market Failure Hypothesis Opinion-Responsive Hypothesis Interest Group Hypothesis (The Issue Network) Conclusion