Building Private Sector Resilience: Directions After the 2015 Sendai Framework

Haraguchi, Masahiko; Lall, Upmanu; Watanabe, Kenji

doi:10.20965/jdr.2016.p0535

Cited by 26 publications

(17 citation statements)

References 28 publications

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“…Specifically, their contribution examines the business resilience strategy in the context of the supply chain which can be divided into three overarching domains: anticipation (e.g., capability, distribution management and strategy formation, planning and design, and properties), resistance (e.g., supply chain reengineering, collaboration, agility, and supply chain risk management culture) and recovery-response actions (e.g., recovery preparation, long-term impacts). Haraguchi et al [55] set forth a business continuity management model based on public-private partnerships to face EWEs. According to this model, business resilience is classified into four levels: firm level resilience, supply chain resilience, public-private level resilience, and societal resilience.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Small & Medium-Sized Enterprises, Organizational Resilience Capacity and Flash Floods: Insights from a Literature Review

et al. 2020

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From a managerial standpoint, sustainability poses numerous challenges for the business community. One of the prominent concerns in the context of organizational sustainability is the impact of climate change and extreme weather events (EWEs), which create discontinuity and damages to business operations. In this respect, small and medium-sized enterprises (SMEs) are particularly vulnerable to EWEs, such as flash floods, having disastrous consequences to SMEs that tend to be ill-prepared. Taking into consideration that these negatives effects are also transferred into the local communities in which SMEs are located, it is crucial to create appropriate mechanisms that will enable these enterprises to build relevant capacities and acquire necessary resources in order to deal with relevant disruptive events. With this in mind, this paper attempts to delineate the emerging literature in relation to strategic approaches in dealing with high impact/low probability EWEs. With this analysis, we aim to provide insights for enhancing the robustness of SMEs against such natural hazards through effective resilience and adaptation strategies. The paper reveals that resilience to EWEs is indeed a multifaceted issue posing numerous challenges to SMEs. Taking into account their intrinsic characteristics, there is a need for a holistic management approach that will assist SMEs to safeguard their assets against extreme weather.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Small & Medium-Sized Enterprises, Organizational Resilience Capacity and Flash Floods: Insights from a Literature Review

et al. 2020

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“…In general, the interconnectedness of society makes it challenging for municipal governments to form GCPs. As lifelines and supply chains are interconnected (Haraguchi et al , 2016; Haraguchi and Kim, 2016) continuity of operations and businesses of other stakeholders will also affect the continuity of municipal governments' operations. Therefore, forming a GCP consistent with the business continuity plans (BCPs) of other stakeholders is vital (Haraguchi et al , 2016).…”

Section: Discussionmentioning

confidence: 99%

“…As lifelines and supply chains are interconnected (Haraguchi et al , 2016; Haraguchi and Kim, 2016) continuity of operations and businesses of other stakeholders will also affect the continuity of municipal governments' operations. Therefore, forming a GCP consistent with the business continuity plans (BCPs) of other stakeholders is vital (Haraguchi et al , 2016). More broadly, a GCP needs to incorporate a rich set of area BCPs, public–private partnership (PPP) BCPs and community-based BCPs.…”

Section: Discussionmentioning

confidence: 99%

“…Resilience [1] is discussed in every corner of society, including among communities, firms, individuals and sectors. Haraguchi et al (2016) showed that societal resilience can be enhanced through different actors' resilience. More recently, private sector and community resilience have gained attention (Kato and Charoenrat, 2017; Schneider et al , 2017; Shaw, 2014).…”

Section: Introductionmentioning

confidence: 99%

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How can a municipal government continue operations during megadisasters? An analysis of preparedness using complex adaptive systems

Haraguchi

2020

DPM

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PurposeThis paper aims to examine how government continuity planning contributes to strengthening the public sector's emergency preparedness, resulting in enhanced resilience of the public sector. Government continuity plans (GCPs) are a recently focused concept in disaster preparedness, compared to business continuity plans (BCPs) in the private sector. The need for BCPs was widely recognized after the 2011 Great East Japan Earthquake (GEJE) and the 2011 Thailand Floods. However, recent disasters, such as the 2016 Kumamoto Earthquake in Japan, have revealed that local governments without effective GCPs were severely affected by disasters, preventing them from quickly responding to or recovering from disasters. When the GEJE occurred in 2011, only 11% of municipal governments in Japan had GCPs.Design/methodology/approachThe paper analyzes basic principles of government continuity planning using complex adaptive systems (CAS) theory while summarizing recent developments in theory and practice of government continuity planning.FindingsThis research investigates the Japanese experience of GCPs using self-organization, one of the concepts of CAS. A GCP will complement regional disaster plans, which often focus on what governments should do to protect citizens during emergencies but fail to outline how governments should prepare for an emergency operation. The study concludes that GCPs contribute to increased resilience among the public sector in terms of robustness, redundancy, resourcefulness and rapidity.Practical implicationsThis paper includes implications for the development and improvement of a GCP's operational guideline.Originality/valueThis research fulfills an identified need to investigate the effectiveness of a GCP for resilience in the public sector and how to improve its operation using concepts of CAS.

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“…Wedawatta et al (2010) and [194,207] develop their analysis in SMEs, but they do not generate frameworks for increasing and linking performance management in their supply chains. [49,208,209] require social mechanisms and government support to increase their growth and consolidation in the market. Economic and innovation policies in the countries provide a favorable environment for the strengthening of SMEs and their recovery from a possible disruptive event.…”

Section: Further Research Recommendationsmentioning

confidence: 99%

A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

2020

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The challenges of global economies foster supply chains to have to increase their processes of collaboration and dependence between their nodes, generating an increase in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. This has developed an emerging area of interest in supply chain management, considering resilience management as a strategic capability of companies, and causing an increase in this area of research. Additionally, supply chains should deal with the three dimensions of sustainability (economic, environmental, and social dimensions) by incorporating the three types of objectives in their strategy. Thus, there is a need to integrate both resilience and sustainability in supply chain management to increase competitiveness. In this paper, a systematic literature review is undertaken to analyze resilience management and its connection to increase supply chain sustainability. In the review, 232 articles published from 2000 to February 2020 in peer-reviewed journals in the Scopus and ScienceDirect databases are analyzed, classified, and synthesized. With the results, this paper develops a conceptual framework that integrates the fundamental elements for analyzing, measuring, and managing resilience to increase sustainability in the supply chain. Finally, conclusions, limitations, and future research lines are exposed.

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Building Private Sector Resilience: Directions After the 2015 Sendai Framework

Cited by 26 publications

References 28 publications

Small & Medium-Sized Enterprises, Organizational Resilience Capacity and Flash Floods: Insights from a Literature Review

Small & Medium-Sized Enterprises, Organizational Resilience Capacity and Flash Floods: Insights from a Literature Review

How can a municipal government continue operations during megadisasters? An analysis of preparedness using complex adaptive systems

A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

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