A model for improving organizational continuity

Véronneau, Simon; Cimon, Yan; Roy, Jacques

doi:10.1007/s12198-013-0112-4

Cited by 9 publications

(12 citation statements)

References 21 publications

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“…Crisis management scholars deal with important questions affecting conditions that allow an organization to recover quickly and/or to learn from disruption (Kreps and Bosworth, 2007; Moynihan, 2008; Pearson and Clair, 1998; Quarantelli et al, 2007). Studies focus, for instance, on the psychological aspects of cognitive limitations under threat and the emotional responses to trauma that hinder adaptation to changing conditions (Pearson and Clair, 1998), how to mitigate the limitations on decision-making and learning under uncertainty (Moynihan, 2008), and how to recognize risks to resiliency (Véronneau et al, 2013). This area of research emphasizes the conditions (e.g.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…As has become evident from the COVID-19 pandemic as well as increased numbers and severity of weather events and wildfires, large-scale disruptions are an important part of modern life. Arising from a number of arenas, including adjusting to a rapidly changing climate, threats of terrorism, political upheaval, protracted regulatory or legal conflict, technological disruptions, and global migration, disruption constitutes a serious management concern (Pauchant and Mitroff, 1990; Seeger et al, 2005; Véronneau et al, 2013). How people create new or modify old patterns of action to continue working in the face of disruptions and how organizations support those efforts are important strategic questions.…”

Section: Introductionmentioning

confidence: 99%

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Continuity as patterning: A process perspective on continuity

Feldman

Worline

Bredow

et al. 2021

Strategic Organization

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This article extends previous research on how work continues in the face of disruption by theorizing continuity as patterning and highlighting the difference between continuity of a thing and continuity as a process. Based on interviews with people who continued providing mental health care during and after the disruption caused by Hurricane Katrina, we show that continuity is a dynamic process that entails people orienting to what actions they can take and how they can connect these actions into paths in an unfolding material, social and personal situation. The paths, taken together, are a pattern of work (in our case a pattern of mental health care). While recognizing that exogenous goals play a role, we highlight the importance of the endogenous experience of an activity in taking action and creating paths. Viewing continuity as patterning suggests new roles for organizations in supporting flexible responses to disruption.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Continuity as patterning: A process perspective on continuity

Feldman

Worline

Bredow

et al. 2021

Strategic Organization

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“…Duncan et al (2011) highlight the increasing prevalence of natural hazards alongside evidence of resulting organisational failure that results from delays in re-opening or from the ongoing problems that arise from damaged tangible and intangible resources, such as cash flow, market share and supply chain integrity. Véronneau et al (2013) found that low levels of inventory and slack in organisations resulted in heightened fragility, thereby raising vulnerability to internal and external failures in supply transportation, freight, facilities, communications and human resources. This association between slack and vulnerability corresponds with Perrow's (1984) tight coupling of system specifics and the normality of an accident.…”

Section: Dpm 245mentioning

confidence: 99%

Threat orientation in small and medium-sized enterprises

Herbane

2015

Disaster Prevention and Management

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Purpose – The purpose of this paper is to examine whether the experience, impact and likelihood of an acute business interruption, along with the perceived ability to intervene, influences the “threat orientation” of owner-managers in small- and medium-sized enterprises (SMEs) in the UK. The concept of “threat orientation” is introduced in this study as a way to eschew the binary view of whether an organisation does or does not have processes and capabilities to respond to acute interruptions. Design/methodology/approach – “Threat orientation” is operationalised and survey data are collected from 215 SMEs in the UK. Data from owner-managers are analysed using multiple regression techniques. Findings – The results of this study provide empirical evidence to highlight the importance of firm age rather than size as a determinant of the propensity to formalise activities to deal with acute interruptions. Recent experience and the ability to intervene were statistically significant predictors of threat orientation but the likelihood and concern about specific types of threat was not found to positively influence threat orientation. Research limitations/implications – Although the data are self-report in nature, the respondents in the study are the chief decision and policy makers in their organisations and thus it is essential to understand the influences on their threat orientation. Results are generalisable only to UK SMEs. Originality/value – The findings of the paper contribute to a nascent understanding of planning for acute interruptions in SMEs and (despite the cross-sectional nature of the study), the findings clearly reinforce the need for continuing longitudinal research into how resilience develops in smaller organisations.

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“…: (Frost et al, 2000); P2: (Hamel and Välikangas, 2003); P3: (Christopher and Peck, 2004); P4: (McDonald, 2006); P5: (Sheffi, 2007); P6: (Ponomarov and Holcomb, 2009); P7: (Välikangas, 2010); P8: (Stephenson et al, 2010); P9: (Zhao et al, 2011); P10: (Hearnshaw and Wilson, 2013); P11: (Hémond and Robert, 2012); P12: (Johnson et al, 2013); P13: (Lee et al, 2013); P14: (Amann and Jaussaud, 2012); P15: (Boin and van Eeten, 2013); P16: (Adams et al, 2013); P17: (Chen and Miller-Hooks, 2012); P18: (Cumming et al, 2005); P19: (Prior and Hagmann, 2013); P20: (Oh and Teo, 2006); P21: (Véronneau et al, 2013); P22: (Vugrin et al, 2011); P23: (Spiegler et al, 2012); P24: (Haimes, 2009); P25: (Scholz et al, 2012)…”

Section: Tablesmentioning

confidence: 99%

Disentangling core functions of operational resilience: a critical review of extant literature

Birkie

Trucco

Kaulio

2014

IJSCOR

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This study identifies and systematically reviews the literature on resilience in management research in order to characterise operational resilience. We argue that operational resilience provides an integrative view on different resilience perspectives in business (supply chain, business continuity, infrastructure, organisational, strategic). Using the resource-based view and particularly dynamic capabilities perspective as theoretical lenses, operational resilience is discussed in relation to the core business processes of an enterprise. Five core functions (sense, build, reconfigure, re-enhance, sustain) are identified from literature and discussed taking into account desired and undesired consequences of uncertainties. Moreover, operational resilience is operationalised using routines pertaining to the identified core functions. The proposed operational resilience core functions are further scrutinised using two case examples. Future research is suggested to validate the identified core functions and to use them for empirical analysis, including investigation of relationships with operations management paradigms such as lean thinking.

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A model for improving organizational continuity

Cited by 9 publications

References 21 publications

Continuity as patterning: A process perspective on continuity

Continuity as patterning: A process perspective on continuity

Threat orientation in small and medium-sized enterprises

Disentangling core functions of operational resilience: a critical review of extant literature

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