Essays on Business Continuity and Crisis Management Literature review

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The paper “ Business Continuity and Crisis Management” is a fascinating example of the literature review on management. All organizations face the risk of having their activities negatively affected by adverse events. These events may include faulty products, accidents, and failure of critical services like electricity and water supply, in the modern world failure of communication systems, which leads to catastrophic effects on businesses. Other adverse events that are related to the human resources of an organization include industrial actions, mass illness, theft and damage of critical infrastructure, cybercrime involving the compromise of information systems security and integrity (Smith 2005).

Natural disasters including tsunamis, floods, and storms are also a threat to the continuity of business operations. Business continuity management avails business continuity plans to handle the occurrence of the above-mentioned crises were they to threaten the business operations at any time in the future. BSM can help organizations deal with some of the contemporary challenges that face businesses including Globalization, shifting demographics, rapidly accelerating technological change, increased connectivity, the multiplicity of actors, and changing power structures. According to the British Standards Institution (2006), BCM is an organizational and process-wide management process for response and recovery from the before mentioned risks.

Business continuity management (BCM) is a form of crisis management that refers to a set of processes that categorize and access probable risks to the operation of an organization (Jablonowski 2006). BCM is developed as a foresight of possible crises occurring in the organization. These crises are possible impediments to a business’ s operation and often threaten the survival of a business. BCM is a response to the possibility that adverse events will occur but they do not wish to occur (Keller et al 2005).

Organizations commit resources to the building of organizational resilience which is also available for meeting critical objectives (Elliott, Harris and Baron 2005).

References

Alesi, P 2008, Building enterprise-wide resilience by integrating business continuity capability into day-to-day business culture and technology, Journal of Business Continuity and Emergency Planning, Vol. 2, issue 3, pp. 214–220.

Alfalla-Luque, R & Medina-Lopez, C 2009, Supply chain management: Unheard of in the 1970s, core to today’s company, Business History, vol. 51, no. 2, pp. 202–221.

American Bankers Association 2005, Business continuity planning, born in DP, needs human element, ABA Banking Journal, April, pp. 46–48.

Birkland, TA 2009, Disasters, catastrophes, and policy failure in the homeland security era, Review of Policy Research, vol. 26, no.4, pp. 423–438.

Boin, A & Smith, D 2006, Terrorism and critical infrastructures: Implications for public– private crisis management, Public Money and Management, vol. 26, no.5, pp. 295–304.

British Standards Institution 2006, BS 25999-1 Code of practice for business continuity Management, British Standards Institution, London.

Doughty, K 2001, Business continuity planning – protecting your organization’s life, Auerbach, London

Elliott, D 2009, The failure of organizational learning from crisis – a matter of life and death? Journal of Contingencies and Crisis Management, vol. 17, no. 3, pp. 157–168.

Elliott, D, Harris, K & Baron, S 2005, Crisis management and services marketing, Journal of Services Marketing, vol. 19, no. 5, pp. 336–345.

Elliott, D, Swartz, E & Herbane, B 1999a, Just waiting for the next big bang: Business continuity planning in the UK finance sector, Journal of Applied Management Studies, vol. 8, No. 1, pp. 43–60.

Elliott, D, Swartz, E, & Herbane, B 1999b, Business continuity management – preparing for the worst, Incomes Data Services, London.

Herbane, B 2010, 'The evolution of business continuity management: A historical review of practices and drivers', Business History, 52, 6, pp. 978-1002,

Herbane, B, Elliott, D & Swartz, E 2004, Business continuity management – time for a strategic role? Long Range Planning, vol. 37, pp. 435–457.

Hiles, A 2007, The definitive handbook of business continuity management, Wiley, London.

Jablonowski, M 2006, Precautionary risk management – dealing with catastrophic loss potentials in business, the community and society, Palgrave Macmillan, Basingstoke:

Keller, S, Powell, A, Horstmann, B, Predmore, C, & Crawford, M 2005, Information security threats and practices in small businesses, Information Systems Management, (Spring), pp. 7–19

Lodge, M 2009, The public management of risk: The case for deliberating among Worldviews, Review of Policy Research, vol. 26, no. 4, pp. 395–408.

Mainiero, LA 2002, Action or reaction? Handling businesses in crisis after September 11, Business Horizons, (September–October), 2–10.

Mattila, AS 2001, The effectiveness of service recovery in a multi-industry setting, Journal of Services Marketing, vol 15, issue 7, pp. 583–596.

Perry, RW, & Mankin, LD 2005, Preparing for the unthinkable: Managers, terrorism and the HRM function, Public Personnel Management, vol 34, issue 2, pp.175–193.

Rodetis, S 1999, Can your business survive the unexpected? Journal of Accountancy, vol 187, no 2, pp. 27–32.

Roe, E 2009, Preventing transboundary crises: The management and regulation of setbacks, Review of Policy Research, vol 26, issue 4, pp. 457–471.

Sahin, B, Kapucu, N, & Unlu, A 2008, Perspectives on Crisis Management in European Union Countries: United Kingdom, Spain and Germany, European Journal of Economic and Political Studies , 1 (1), 19-45.

Seymour, M & Moore, S 2000, Effective crisis management, Continuum, London.

Smith, D 2005, Business (not) as usual: Crisis management, service recovery and the vulnerability of organizations, Journal of Services Marketing, vol 19, No. 5, pp. 309–320.

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