The rise and fall of nuclear power in the United States and the limits of regulation

Sesto, Steven L. Del

doi:10.1016/0160-791x(82)90006-9

Cited by 4 publications

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“…As early as 1977, the IEA stated: "It is nuclear power, however, where the greatest short-fall from earlier expectations has occurred" ([98]: 12). Scholars who studied nuclear in the US back in the 1980s saw the "collapse of an industry" [56] and argued that "renewed growth of nuclear power in the United States is unlikely" ( [99]: 295)-an assessment that, from today's perspective, turned out to be prescient.…”

Section: Discussionmentioning

confidence: 99%

Destined for decline? Examining nuclear energy from a technological innovation systems perspective

Markard

Bento

Kittner

et al. 2020

Energy Research & Social Science

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Section: Discussionmentioning

confidence: 99%

Destined for decline? Examining nuclear energy from a technological innovation systems perspective

Markard

Bento

Kittner

et al. 2020

Energy Research & Social Science

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Responses to externally induced innovation: Their effects on organizational performance

Marcus

1988

Strategic Management Journal

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Innovation may be externally induced; that is, an external threat or challenge such as the accident at the Three Mile Island (TMl) nuclear power plant sets the stage for outside parties such as the Nuclear Regulatory Commission (NRC) to propose that new practices be adopted. Managers then must make choices about how their organizations will respond. This study shows how prior performance can affect organizational responses and how these responses in turn can affect subsequent performance. Vicious cycles are shown to exist in which poorly performing organizations respond with rule‐bound behavior, a response which only perpetuates their poor performance. Better‐performing organizations, on the other hand, retain their autonomy, a response which reinforces their strong performance.

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Implementing Externally Induced Innovations: A Comparison of Rule-Bound and Autonomous Approaches.

Marcus

1988

Academy of Management Journal

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• This research analyzed how nuclear power plants implemented safety review innovations introduced by the Nuclear Regulatory Commission after the Three Mile Island accident. The findings suggested that nu clear power plants with relatively poor safety records tended to re spond in a rule-bound manner that perpetuated their poor safety per formance and that n"c1ear power plants whose safety records were relatively strong tended to retain their autonomy. a response that rein forced their strong safety performance.Innovations are ideas, formulas, or programs that the individuals in volved perceive as new (Beyer & Trice, 1978; Hill & Utterback, 1979; Rogers, 1982; Zaltman, Duncan, & Holbeck, 1973). The stages in their development have been the subject of much scholarly discussion and debate (Rothwell & Zegveld, 1985; Strebel, 1987). A common view is that implementation fol lows conception, proposal generation, and initiation, and that the factors that facilitate the former inhibit the latter (Duncan, 1976: 172; Wilson, 1963: 200). Rule-bound approaches. which involve central direction and highly programmed tasks, are supposed to promote implementation; that is. the number of routine tasks prescribed from above should increase as an organi zation moves toward implementation (Wilson, 1963: 198). Conception. pro posal generation. and initiation. on the other hand, require fewer controls and more autonomy. because diversity. openness, informality, and the abil ity to bring a variety of bases of information to bear on a problem need to be encouraged (Dunca~, 1976: 174). Duncan suggested that making the transi tion from conception, proposal generation, and initiation to implementation can be difficult and that the "ambidextrous" organization. adept at rna from stage to stage. is likely to be rare (1976: 167). Several authors (Burgelman. 1984; Kanter. 1985 Kanter. .1986 Lawrence &: DyeI'l 1982; Strebel, 1987) have dealt with the problem of a dominant corpo ", culture in established firms that is centered around rules that tend to ~,' innovation. They suggest that for innovation to occur. spin-offs. independent, task forces. and autonomous teams that simulate entrepreneurship w;necessary. Their analysis primarily applies to internally generated. oP~. tunity-driven innovation (Andrews. 1971; Bourgeois. 1984; Child, 1972),;i~ However. many innovations arise when an unanticipated external threat or', challenge occurs.' ,; The insight that crises. dissatisfaction. tension. and significant extemal~' stresses play an important role in bringing about innovations is a COIl1lIlOJl5f J one (Bateson. 1979; Crozier. 1964 Zander. 1977). To stimulate the introduction of the"'" new practices. disruptive events, which threaten a social system, may bifff needed. In fact. Terreberry (1971: 69) maintained that innovations are1 . a matter of external inducement.The problems that surface during the implementation of externally duced innovations. however, can thwart technological improvement distort the innovation process both directly...

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The rise and fall of nuclear power in the United States and the limits of regulation

Cited by 4 publications

References 0 publications

Destined for decline? Examining nuclear energy from a technological innovation systems perspective

Destined for decline? Examining nuclear energy from a technological innovation systems perspective

Responses to externally induced innovation: Their effects on organizational performance

Implementing Externally Induced Innovations: A Comparison of Rule-Bound and Autonomous Approaches.

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