ABSTRACT
The translation from the results of a risk assessment and evaluation process into investment in greater resilience can sometime be frustrating. While numerous studies are undertaken to identify vulnerabilities and methods for improving resilience, this growing body of knowledge does not always result in decisions makers willing to invest in risk mitigation and resilience initiatives. There are significant gaps in our understanding of how those in charge of making strategic investment decisions for organizations, factor resilience into their decision making processes. In the following section of this paper we use a recent event to explore the approach of some decision makers to the management of natural hazard risks before, during and after a major earthquake.
