The silent assassin: Business demand changes following disaster

Kaylene Sampson, Tracy Hatton and Charlotte Brown
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Tracy Hatton: Resilient Organisations Ltd, New Zealand
Charlotte Brown: Resilient Organisations Ltd, New Zealand

Journal of Business Continuity & Emergency Planning, 2018, vol. 12, issue 1, 79-93

Abstract: This paper examines the impact of business demand changes on organisational recovery within the post-disaster context. Drawing on data gathered from organisations five years after the Canterbury 2010/11 earthquakes, the paper details a number of patterns of demand for goods and services and the subsequent ability of organisations to meet such demand. It is argued that business continuity planners should not underestimate the effects of interrupted demand chains as part of risk mapping. Proactive movement towards resilience thinking, that specifically includes engagement with the management of demand, will potentially lead to better organisational recovery outcomes.

Keywords: business demand changes; organisational recovery; business resilience; business continuity planning; disaster recovery (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2018:v:12:i:1:p:79-93

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