Natural-disaster relief management succeeds or fails on the basis of the managers ability to gather, evaluate, and act on decentralized, informal knowledge of logistics, local needs, and changing circumstances. The case of the Hurricane Katrina relief effort suggests that commercial and non-profit networks are inherently better suited for grappling with the knowledge problem than are central government bureaucracies such as the Federal Emergency Management Agency.
|Other Independent Review articles by Peter T. Leeson|
|Spring 2005||Is Government Inevitable? Comment on Holcombes Analysis|
|Other Independent Review articles by Russell S. Sobel|
|Winter 2004||To Form a More Perfect Union: A New Economic Interpretation of the United States Constitution|