External publications

Governing After Crisis: The Politics of Investigation, Accountability and Learning

Edited by Arjen Boin, Allan McConnell and Paul 't Hart (2008)

An analysis of what happens ‘after’ crisis to policies, institutions and political   leaders. The contributors provide a unique multidisciplinary perspective on crisis management drawing from political science, social psychology, public administration, public policy, international relations, organisation theory and disaster sociology. 

The Politics of Crisis Management: Public Leadership Under Pressure

Arjen Boin, Paul 't Hart, Eric Stern & Bengt Sundelius (2005) 

CRISMART Director Eric Stern and founding Director Bengt Sundelius have co-authored with Arjen Boin of Leiden University and Paul 't Hart of Utrecht University a new book published by Cambridge University Press: The Politics of Crisis Management - Public Leadership Under Pressure.

Beyond Groupthink: Political Group Dynamics and Foreign Policy-making

Edited by Paul 't Hart, Eric Stern & Bengt Sundelius (1997)

Strategic issues and crises in foreign policy are usually managed by relatively small groups of elite policymakers and their closest advisors. The contributors develop an understanding of group dynamics by drawing on alternate views of small-group dynamics.

Sida and the Tsunami of 2004: A Study of Organizational Crisis Response

Fredrik Bynander, Lindy Newlove &  Britta Ramberg (2005)

Sida and the Tsunami of 2004 is a study, commissioned by Sida and conducted by Crismart, covering a number of basic organizational aspects of Sida’s response to the Tsunami disaster. It draws upon the growing literature on public organizations in crises, and uses the Tsunami disaster as a test case for core organizational functions to crisis management and mitigation capacity.

Auckland Unplugged

Lindy Newlove, Eric Stern & Lina Svedin (2000)

Auckland Unplugged is an in-depth case study of crisis management in an urban setting experiencing a critical infrastructure failure. It documents the response of the local and national governments, the stricken power provider, corporations, and citizens alike to an extended power outage which crippled the financial capital of New Zealand for over two months. This scientific report concludes with a summary of practical lessons drawn from the case experience which may be of interest to the practitioner community.