Organisational resilience following the Darfield earthquake of 2010

Abstract

This paper presents the preliminary findings of a study on the resilience and recovery of organisations following the Darfield earthquake in New Zealand on 4 September 2010. Sampling included organisations proximal and distal to the fault trace, organisations located within central business districts, and organisations from seven diverse industry sectors. The research captured information on the challenges to, the impacts on, and the reflections of the organisations in the first months of recovery. Organisations in central business districts and in the hospitality sector were most likely to close while organisations that had perishable stock and livestock were more heavily reliant on critical services. Staff well-being, cash flow, and customer loss were major concerns for organisations across all sectors. For all organisations, the most helpful factors in mitigating the effects of the earthquake to be their relationship with staff, the design and type of buildings, and critical service continuity or swift reinstatement of services.

Efficacy of insurance for organisational disaster recovery: case study of the 2010 and 2011 Canterbury earthquakes

“…Furthermore, many of the existing catastrophe insurance analyses focus on residential insurance coverage and neglect the important aspect of commercial insurance. There is a small body of literature on organisational recovery in the wake of a disaster, in which insurance plays a part (Dahlhamer and Tierney, 1996, Wasileski, Rodriguez, and Diaz, 1999, Alesch et al, 2001, Tierney and Webb, 2001, Chang and Falit-Baiamonte, 2002, Tierney, 2006, Powell and Harding, 2009, Stevenson, Seville, and Vargo, 2011a, Whitman et al, 2014. But there is little insurance-specific data analysis.…”

Characterising rural resilience in Aotearoa-New Zealand: a systematic review

“…Organisations' recovery post-disaster is positively correlated with how quickly utilities are repaired (Kachali et al 2012;Wilson and Cole 2007;Whitman et al 2013Whitman et al , 2014, and backup provisions for such services can enhance resilience (Whitman et al 2013). Policy to enable rapid reinstatement of infrastructure-bypassing the usual public consultation requirements-could help in this regard (Rotimi and Wilkinson 2014).…”

“…Policy to enable rapid reinstatement of infrastructure-bypassing the usual public consultation requirements-could help in this regard (Rotimi and Wilkinson 2014). Another key component of organisational resilience is staff wellbeing and inter-personal relationships (Brown et al 2017;Kachali et al 2012;Whitman et al 2014). Training staff to respond to disasters is particularly important in rural areas with high numbers of tourists, since visitors may not know the correct procedures (Leonard et al 2008;Orchiston 2013).…”

Mitigação, Preparação, Resposta E Recuperação Das Empresas Da Região Serrana Do Rio De Janeiro No Desastre De 2011

“…Além disso, em uma situação de desastre o setor privado também é afetado, assim, Whitman et al (2014) ressaltam ser essencial que essas organizações se tornem resilientes de modo que possam garantir a sua sobrevivência e minimizar disrupções na rotina da sociedade. De acordo com Seville et al (2008), uma organização resiliente é aquela que ainda é capaz de alcançar seus objetivos vitais face à adversidade.…”

“…De acordo com Seville et al (2008), uma organização resiliente é aquela que ainda é capaz de alcançar seus objetivos vitais face à adversidade. Para isso, Whitman et al (2014) destacam a importância de se estudar os impactos nas organizações após a ocorrência de um desastre de modo que as organizações possam estar preparadas e mitigar os riscos.…”