Journal of Business Continuity & Emergency Planning

2006 - 2025

From Henry Stewart Publications
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Volume 16, issue 4, 2023

Editorial pp. 292-293

Lyndon Bird

The business case for ransomware exercises for business and technology teams pp. 294-303

Jaeson A. Weber and Vanessa V. Mathews

Expanding and enhancing incident command system communications support pp. 304-312

Chris Lombard

Cracking the code: The keys to a successful business impact analysis pp. 313-319

Teresa Williams and Maria Resto-Leon

Adapting preparedness outreach to a virtual world pp. 320-334

Ilyssa Plumer, Samantha Robinson and Tanya Toribio

Conducting a full-scale emergency management exercise during COVID-19: A case study of Puyallup Chill Out 2021 pp. 335-345

Kirstin Hofmann and Greg Massey

Tips for managing a remote workforce pp. 346-358

Cary Jasgur

When what can go wrong, does go wrong: Fire department operations during cascading events pp. 359-365

Bryan Norris

Community Emergency Response Teams and disaster volunteerism in Latin America pp. 366-378

Matt Lyttle, Patricio Poblete and Liliana Encinas

Volume 16, issue 3, 2023

Editorial pp. 196-197

Lyndon Bird

The King County Regional Trusted Partner Network: A case study of programme development, implementation and lessons learned from the first two years pp. 198-209

Sheri Badger and Susanna Trimarco

What COVID-19 has taught us about effective employee communication pp. 210-217

Oliver S. Schmidt

Provincial incident command system: Manitoba’s response to the COVID-19 Omicron wave pp. 218-228

David Matear

Failsafe points in data centre disaster recovery response pp. 229-247

Russell Neal

Turning islands into bridges: Communitybased response after a catastrophic earthquake pp. 248-265

Consuelo Crow and Lucia Schmit

Nanomanagement networking: Organisational resilience to COVID-19 surge capacity in Egypt pp. 266-285

Wael Omran Aly

Volume 16, issue 2, 2022

Editorial pp. 101-102

Lyndon Bird

Preparing for compounding crises: Staff shortages and cyber-attack vulnerability in the era of COVID-19 pp. 103-120

Joshua Klindienst, Shant Ayanian, Jeff Schlegelmilch and Hana Akselrod

Using a risk-based approach to protect high-risk chemical infrastructure pp. 121-133

Todd Klessman, Zeina Azar and Gina Bell

The Kaiser Permanente Northern California COVID-19 physician redeployment experience: Redeploying physicians to meet the demands of the pandemic pp. 134-149

Mary C. Meyer, Martin Elliott, Suzy Fitzgerald, Richard Dlott and Vivian Reyes

Anticipating ‘The Big One’: Developing decision support with emergency managers to mitigate flood impacts pp. 150-162

Jacob Asherman, Brad Bates, Whitney Flynn, Michael Erickson and Alex Lamers

Crisis decision making: Lessons from a SWAT team pp. 163-169

Kevin Cyr

COVID-19 and continuity planning: One university’s perspective pp. 170-177

Anne-Marie Mclaughlin and Caleb Palley

Effective coordination of cyber incidents: The role of emergency management pp. 178-184

Casey Ramsey

Why and how to shift from passive planning to active risk management pp. 185-192

Andy Witts

Volume 16, issue 1, 2022

Editorial pp. 5-6

Lyndon Bird

Resilience risk controls and the Netflix Unified Resilience Framework pp. 7-16

Scott Baldwin, Gayle Anders and T.J. Mead

How to leverage business leadership’s newfound interest in business continuity pp. 17-22

Grace Burley

Public–private intelligence coordination pp. 23-36

Chris Trzeciak and Michael Hink

The pros and cons of having a third-party vendor manage your business continuity programme pp. 37-44

Kurt Sohn

Business continuity beyond COVID-19: Lessons learned and the ‘illusion of preparedness’ pp. 45-52

Tracy Hall

Remote work and climate change: Considerations for grid resilience in the 21st century pp. 53-61

Jackie Ratner, Vincent Westfallen, Susanna Aguilar and Jeff Schlegelmilch

Returning to the workplace during the COVID-19 pandemic: A framework to inform business decision-making pp. 62-72

Lisa M. Koonin

Society matters: What steps can be taken to minimise elite panic? pp. 73-85

Deborah Fitzpatrick

Lessons learned from the California fire season: Behind the lens pp. 86-92

Dana Carey and Isamar Garcia

Volume 15, issue 4, 2022

Editorial pp. 300-301

Lyndon Bird

What makes for effective business continuity implementation? pp. 302-311

Jacopo Capparelli, Godwin Chionna and Gianluca Riglietti

Career resilience tips for business continuity practitioners pp. 312-318

Cheyene Marling

Validating business continuity programmes in the ‘new normal’ pp. 319-329

Gary Vogel

How to build more resilient businesses and communities: A proposal pp. 330-341

Martin Gierczak and J. Blake Messmer

Building an effective business continuity framework: Case study of a critical national infrastructure organisation’s approach pp. 342-359

Aaron Gracey and Konrad Yearwood

Business continuity management lessons learned from COVID-19 pp. 360-380

Monica Goldstein and Sherri Flynn

Reflections on the 2020 Nashville Christmas Day bombing pp. 381-388

Ray Holloman and Alicia Holloman

Volume 15, issue 3, 2022

Editorial pp. 212-213

Lyndon Bird

The impact of remote workers on crisis, risk and business continuity management pp. 214-224

Andreas Rodman

Soft skills in a hard world: Why emergency management and business continuity leaders must update their professional toolbox pp. 225-236

Michael Gladstone and Shaun Brown

Evolving corporate crisis response coordination for maximum resilience pp. 237-244

Ashley Goosman

Factors that affect mass fatality management and crisis standards of care: Lessons from the El Paso COVID-19 surge pp. 245-254

Dee Grimm

Anticipatory foresight and adaptive decision-making as a crucial characteristic for business continuity, crisis and emergency leadership pp. 255-269

Robert Chandler

Maturity modelling: A qualitative approach pp. 270-276

Roderic Keeley

Exercising cyber resilience: The Finnish experience pp. 277-283

Antti Nyqvist and Tero Oittinen

Enabling the decision-making process: Applying experience from Afghanistan to civilian crisis and incident management pp. 284-292

Michael Quam

Volume 15, issue 2, 2020

Editorial pp. 112-113

Lyndon Bird

Cyber-compromised data recovery: The more likely disaster recovery use case pp. 114-126

John Beattie and Michael Shandrowski

Achieving business resiliency to natural disasters through the lens of risk management and insurance pp. 127-139

Frank Russo, Tracy Alan Saxe and Joe Poliafico

The benefits of lessons learned: The COVID-19 experience in the Canadian province of Alberta pp. 140-150

Eric A. Bone and Jeffrey Tochkin

Organisational resilience in action: A four-month denial of access to the workplace pp. 151-157

Linda-Jane Richan

Key lessons from Hurricane Dorian: The benefits of a flexible top-down storm response pp. 158-170

Emad Aziz

Automating an operational resilience programme: An approach to readiness pp. 171-181

Marzia Haenen

The impact of business continuity management on the components of supply chain resilience: A quantitative analysis pp. 182-195

Gianluca Riglietti, Amir Avatefipour and Paolo Trucco

Rhinos and risk assessments: Adjusting risk assessment methodologies to account for ‘unforeseeable’ events pp. 196-204

Jo Robertson

Volume 15, issue 1, 2021

Editorial pp. 4-5

Lyndon Bird

Business resilience best practices that do not work: Cautions and guidance pp. 6-16

Cliff Thomas

Practical insights for regional multi-sectoral exercise planning: The Greater Toronto experience pp. 17-29

Claudia Cocco and Moira Hennebury

Incident command system: Situation unit leader and county public health liaison roles during the federal medical station, Santa Clara, during the COVID-19 response pp. 30-43

David Matear

Building adaptive business continuity plans: Practical tips on how to inject adaptiveness into continuity planning processes pp. 44-52

Tracy Hatton and Charlotte Brown

A dynamic risk-based approach to managing a pandemic pp. 53-64

Marc Siegel

Supply chain resilience pp. 65-77

Alan Elwood

Spinning straw into gold: The fairy tale of disaster cost recovery pp. 78-86

Michael Martinet

Integrating local personnel response and recovery capacity: A conceptual model for small to medium enterprise hazard risk analysis pp. 87-104

Steven Haynes and Tony Mcaleavy