MARC Record from marc_columbia

LEADER: 03359cam a22004334a 4500
001 4993747
005 20221109203855.0
008 040330t20052005njua bs 001 0 eng
010 $a 2004045861
015 $aGBA475280$2bnb
016 7 $a013018103$2Uk
020 $a0691119945 (cl. : alk. paper)
035 $a(OCoLC)ocm54881858
035 $a(NNC)4993747
035 $a4993747
040 $aDLC$cDLC$dUKM$dC#P$dOrLoB-B
042 $apcc
043 $an-use--
050 00 $aHD9698.U53$bN965 2005
082 00 $a333.792/43/0974$222
100 1 $aMacAvoy, Paul W.$0http://id.loc.gov/authorities/names/n79065054
245 10 $aCorporate profit and nuclear safety :$bstrategy at Northeast utilities in the 1990s /$cPaul W. MacAvoy and Jean W. Rosenthal.
260 $aPrinceton, N.J. :$bPrinceton University Press,$c[2005], ©2005.
300 $axv, 153 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references (p. [135]-145) and index.
505 00 $g1.$tStrategic challenge at Northeast Utilities -- $g2.$tNortheast's competitive strategy -- $g3.$tThe nuclear power context for the new competitive strategy -- $g4.$tRevisiting competitive strategy in the mid-1990s -- $g5.$tNortheast strategy and regulatory shutdown of the Millstone plants.
520 1 $a"Northeast Utilities Company adopted an ambitious new competitive strategy in the mid-1980s, seeking to become the low-cost supplier in New England electric power markets bracing for deregulation. Given its high-cost nuclear facilities, doing so required a corporate turnaround. For a decade Northeast faced increasing public and employee resistance to cost cutting at its nuclear plants. Though management achieved many of its goals, curtailing outlays on nuclear operations meant high risk that the Nuclear Regulatory Commission would close the plants because of frequent, prolonged outages. This is just what happened in 1996." "Paul MacAvoy and Jean Rosenthal describe ten years of corporate performance preceding the shutdown, detailing the aggressive executive decisions, mounting regulatory actions in response to increasingly severe operational failures, and - at the same time - overall improvement in corporate earnings, stock prices, and executive pay packages. They relate the complexities of managing declining nuclear plant operations under ever more pressing budgetary targets. Their discussion of the increasing risk of outages raises the issue of the tradeoff of profit and conservative management of hazard operations."--BOOK JACKET.
650 0 $aNuclear industry$zNortheastern States$xManagement$vCase studies.
650 0 $aNuclear industry$xDeregulation$zNortheastern States.
650 0 $aNuclear industry$zNortheastern States$xCost control.
650 0 $aNuclear power plants$zNortheastern States$xManagement$vCase studies.
650 0 $aNuclear power plants$zNortheastern States$xCost of operation.
650 0 $aNuclear power plants$zNortheastern States$xSafety measures.
650 0 $aNuclear power plants$xRisk assessment$zNortheastern States.
650 0 $aNuclear power plants$xEnvironmental aspects$zNortheastern States.
700 1 $aRosenthal, Jean W.,$d1945-$0http://id.loc.gov/authorities/names/n2004096645
852 00 $boff,bus$hHD9698.U53$iN965 2005