This paper analyses two disaster databases maintained by the Center for Research on the Epidemiology of Disasters and by Emergency Management Australia. The objective is to quantify the frequency, nature and changes in man-made disasters in industrialised countries during the past century. The analysis shows an exponential growth in disaster frequency, largely due to an increase in traditional hazards such as fires and explosions, rather than from new technologies. Although the number of incidents has grown, this has been offset by a decline in fatalities per incident. An important implication of these results is that regulatory oversight and internal corporate governance processes are inadequate to ensure effective management of modern industrial risks.

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The longshot bias is the tendency for bettors to put more money on horses with long odds than is justified by their objective probability of winning: thus favourites win more often than projected by their odds. This challenges normative assumptions as it means the return increases with the probability of winning. Even though the longshot bias is well-known, it has defied authoritative explanation. This article draws on studies of the longshot bias over 50 years across four continents to show that its nature is consistent with two bettor populations. One is risk-averse, knowledgeable about winners, backs favourites, believes in the gambler's fallacy, and has a positive expected return. The other, a larger group is risk loving, backs longshots, believes in hot hands, and has a significant, negative expected return. The crossover between the two groups occurs where the probability of a positive result is about 0.2. This matches the transition from risk aversion to risk embrace which has been found in a variety of behavioural studies.

This article uses the extended case method to explore senior executives' corporate finance decisions. We quantified firm's finance practices using a mail survey, and then -to resolve puzzles in managers' decision processes -conducted faceto-face interviews with chief finance officers of large listed firms. The interviews identified six themes as consistent influences on finance decisions: pressures imposed by clienteles; constraints on resources; risk management; heuristics; real options; and sustainability. We conclude that managers are logical and rational in their decisions, but employ a wider range of criteria than assumed in conventional finance theories.