The 1952 Steel Seizure Revisited: A Systematic Study in Presidential Decision Making Author(s): Chong-do Hah and Robert M. Lindquist Source: Administrative Science Quarterly, Vol. 20, No. 4 (Dec., 1975), pp. 587-605 Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University Stable URL: http://www.jstor.org/stable/2392025 Accessed: 26-02-2015 21:54 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact
[email protected]. Sage Publications, Inc. and Johnson Graduate School of Management, Cornell University are collaborating with JSTOR to digitize, preserve and extend access to Administrative Science Quarterly. http://www.jstor.org This content downloaded from 128.83.205.78 on Thu, 26 Feb 2015 21:54:11 UTC All use subject to JSTOR Terms and Conditions The 1952 Steel Seizure There is a paucity of conceptual approaches to and sys- Revisited: A Systematic tematic case studies of presidential decision making, especially in the area of domestic policy. The three mod- Study in Presidential els advanced by Graham T. Allison in Essence of Decision Decision Making are applied to the 1952 steel seizure to explain why Presi- dent Truman decided to seize the mills.