Skip to main content

Advertisement

SpringerLink
Log in

A model for improving organizational continuity

  • Published:
Journal of Transportation Security Aims and scope Submit manuscript

Abstract

Regardless of organizations’ purposes, one thing is common to all: they must strive for organizational continuity. As globalization increases the exposure of organizations to various risks, many of them unknowingly leave their operations exposed to breakdown, thereby jeopardising the continuity of their organization. With the recent heightened awareness of possible crises and disasters, it is becoming increasingly important for many organizations to find good management solutions to these potentialities. Integrating known concepts like business continuity planning, crisis management, and resilience would yield better organizational continuity. It is also essential that tools be developed to enable managers to successfully manage crises and disasters. This paper addresses the issue of organizations’ fragility to crises and disasters and proposes a conceptual model designed to increase organizational robustness and, ultimately, yield better organizational continuity.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

References

  • Andriole SJ (1983) High order corporate crisis management. Futures 15:79–86

    Article  Google Scholar 

  • Anthony O-S (1990) Post-disaster housing reconstruction and social inequality: a challenge to policy and practice. Disasters 14:7–19

    Article  Google Scholar 

  • Australian Government Department of Foreign Affairs and Trade (2003) Costs of Maritime Terrorism and Piracy, APEC High-Level Meeting on Maritime Security and Cooperation. Australian Government Department of Foreign Affairs and Trade, Makati City, p 15

    Google Scholar 

  • Autry CW, Bobbitt LM (2008) Supply chain security orientation: conceptual development and a proposed framework. Int J Logist Manag 19:42–64

    Article  Google Scholar 

  • Barry J (2004) Supply chain risk in an uncertain global supply chain environment. Int J Phys Distrib Logist Manag 34:695–697

    Article  Google Scholar 

  • Bhamra R, Dani S, Burnard K (2011) Resilience: the concept, a literature review and future directions. Int J Prod Res 49:5375–5393

    Article  Google Scholar 

  • Brunninge O (2009) Using history in organizations How managers make purposeful reference to history in strategy processes. J Organ Chang Manag 22:8–26

    Article  Google Scholar 

  • Copenhaver J, Lindstedt D (2010) From cacophony to symphony: how to focus the discipline of business continuity. JBus Contin Emerg Plan 4:165–173

    Google Scholar 

  • Coutu DL (2002) How resilience works. Harv Bus Rev 80(5):46–55

    Google Scholar 

  • Darwin C (1998) The origin of species. New York, NY, Oxford University Press

  • Devargas M (1999) Survival is not compulsory: an introduction to business continuity planning. Comput Secur 18:35–46

    Article  Google Scholar 

  • Engestrom Y, Kerosuo H, Kajamaa A (2007) Beyond discontinuity. Manag Learn 38:319–336

    Article  Google Scholar 

  • Faulkner B (2001) Towards a framework for tourism disaster management. Tour Manag 22:135–147

    Article  Google Scholar 

  • Forbes N (2009) Contingency planning for earthquakes in Asia. J Bus Contin Emerg Plan 3:356–367

    Google Scholar 

  • Gibb F, Buchanan S (2006) A framework for business continuity management. Int J Inf Manag 26:128–141

    Article  Google Scholar 

  • Godschalk DR (2002) Urban hazard mitigation: creating resilient cities. Nat Hazards Rev 4:136–143

    Article  Google Scholar 

  • Hamel G, Välikangas L (2003) The quest for resilience. Harv Bus Rev 81(9):1–13.

    Google Scholar 

  • Heinrich JH (2002) Maritime Security: A U.S. Customs Perspective, Marine Log Maritime Security Conference, Washington

    Google Scholar 

  • Helferich OK, Cook RL (2002) Securing the supply chain. Oak Brook, IL, Council of Logistics Management (CLM)

  • Herbane B (2010) The evolution of business continuity management: a historical review of practices and drivers. Bus Hist 52:978–1002

    Article  Google Scholar 

  • Hinde S (1997) Business continuity planning. Comput Audit Updat 1997:2–5

    Google Scholar 

  • Kalliopi S (2005) Coping with seismic vulnerability: small manufacturing firms in Western Athens. Disasters 29:195–212

    Article  Google Scholar 

  • Keenan Jr W (2006) The unexpected: is your supply chain prepared? Inbound Logistics 26(12):36–43

    Google Scholar 

  • Klibi W, Martel A (2006) On the selection of effective and robust supply chain network designs. Incom 2006 St-Etienne, France

    Google Scholar 

  • Kolich M, Wong-Reiger D (1999) Emotional stress and information processing ability in the context of accident causation. Int J Ind Ergon 24:591–602

    Article  Google Scholar 

  • Lapointe A, Cimon Y (2009) Leveraging intangibles: how firms can create lasting value. J Bus Strateg 30:40–48

    Article  Google Scholar 

  • Luthar S (1997) Sociodemographic disadvantage and psychosocial adjustment: Perspectives from developmental psychopathology. In: Luthar SS, Burack JA, Cicchetti D, Weisz JR (eds) Developmental psychopathology: Perspectives on adjustment risk and disorder. Cambridge University Press, New York

    Google Scholar 

  • Luthar S, Cicchetti D, Becker B (2000) The Construct of resilience: a critical evaluation and guidelines for future work. Child Dev 71:543–562

    Article  Google Scholar 

  • Momani NM (2010) Business continuity planning: are we prepared for future disasters. Am J Econ Bus Adm 2:272–279

    Google Scholar 

  • Pauchant TC, Mitroff II (1992) Transforming the crisis prone organization. Jossey-Bass Publishers, San Fransisco

    Google Scholar 

  • RLSN Project Team (2003) Robust lean supply networks : industry best practices. Retrieved July 15th 2006, 2006, from http://www.rlsn.org/

  • Rice JB (2003) Supply chain response to terrorism. MIT Center for Transport and Logistics, Boston, p 59

    Google Scholar 

  • Rice JB, Caniato F (2003) Building a secure and resilient supply network. Supply Chain Manag Rev 22–28.

  • Ritchie BW (2004) Chaos, crises and disasters: a strategic approach to crisis management in the tourism industry. Tour Manag 25:669–683

    Article  Google Scholar 

  • Roberts P, Molyneux H (2010) Implementing business continuity effectively within the UK National Health Service. J Bus Contin Emerg Plan 4:352–359

    Google Scholar 

  • Rondinelli D, Berry M (2000) Multimodal transportation, logistics, and the environment: managing interactions in a global economy. Eur Manag J 18:398–410

    Article  Google Scholar 

  • Shaw S, Smith N (2010) Mitigating risks by integrating business continuity and security. J Bus Contin Emerg Plan 4:329–337

    Google Scholar 

  • Skipper JB, Hanna JB (2009) Minimizing supply chain disruption risk through enhanced flexibility. Int J Phys Distrib Logist Manag 39:404–427

    Article  Google Scholar 

  • Stevenson W (2007) Operations management 9th Ed. New York, NY, McGraw-Hill Higher Education

  • Strong B (2010) Creating meaningful business continuity management programme metrics. J Bus Contin Emerg Plan 4:360–367

    Google Scholar 

  • Svensson G (2004) Key areas, causes and contingency planning of corporate vulnerability in supply chains: a qualitative approach. Int J Phys Distrib Logist Manag 34:728–748

    Article  Google Scholar 

  • Vaid R (2008) How are operational risk and business continuity coming together as a common risk management spectrum? J Bus Contin Emerg Plan 2:330–339

    Google Scholar 

  • Veronneau S, Cimon Y (2007) Maintaining robust decision capabilities: an integrative human-systems approach. Decis Support Syst 43:127–140

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Supply Chain Research Group (CHAÎNE), HEC Montréal, 3000, Ch. de la Côte-Ste-Catherine, Montréal, QC, Canada, H3T 2A7

    Simon Véronneau & Jacques Roy

  2. Faculty of Business Administration, Université Laval, Pavillon Palasis-Prince, Local 1513, Québec, QC, Canada, G1V 0A6

    Yan Cimon

  3. Interuniversity Research Centre on Entreprise Networks, Logistics and Transportation (CIRRELT), PO Box 6128, Station Centre-ville, Montréal, QC, Canada, H3C 3J7

    Simon Véronneau, Yan Cimon & Jacques Roy

Authors
  1. Simon Véronneau
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Yan Cimon
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Jacques Roy
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Simon Véronneau.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Véronneau, S., Cimon, Y. & Roy, J. A model for improving organizational continuity. J Transp Secur 6, 209–220 (2013). https://doi.org/10.1007/s12198-013-0112-4

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s12198-013-0112-4

Keywords

Search

Navigation