Journal of Business Continuity & Emergency Planning

2006 - 2025

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Volume 14, issue 4, 2021

Editorial pp. 308-309

Lyndon Bird

Hostile environment awareness training: Building individual awareness while addressing organisational resilience pp. 310-332

Michael Blyth, Donald S. Bosch, Chris Williams, Andries Dreyer, Aidan Hales and Simon Mallett

The digital response to COVID-19: Exploring the use of digital technology for information collection, dissemination and social control in a global pandemic pp. 333-353

Jennie Phillips, Rebecca A. Babcock and James Orbinski

Emergency management as a complex adaptive system pp. 354-368

Lori R. Hodges and Michael D. Larrañaga

Communicating for business resilience pp. 369-377

Ronda Oberlin Nowak

Weak and fragile state-related terrorism and entrepreneurialism pp. 378-388

Donald Meyerhoff

Pandemic planning: Historical and practical perspectives pp. 389-401

Cynthia L. Simeone

Volume 14, issue 3, 2021

Editorial pp. 196-197

Lyndon Bird

What has worked in your COVID-19 response and how will the pandemic affect the profession overall? pp. 198-204

Regina Phelps

COVID-19: Transitioning to the new normal pp. 205-225

Cary Jasgur

Using analytics to support a utility’s initial response to the COVID-19 pandemic amid an uncertain evidence base pp. 226-238

Jeff Schlegelmilch, Aleksi Paaso, Jackie Ratner, Gunjan Saxena, Zackery White, Susanna Aguilar, Daniel Kushner, Norayr Matevosyan, Jaime Ortega and Shay Bahramirad

How the Alpha Bank Group stayed resilient against COVID-19 pp. 239-250

Stelios Aronis

Building on lessons learned: A US Midwest healthcare system’s COVID-19 response pp. 251-261

Julie Bulson

COVID-19: Lessons learned and next steps for internal audit pp. 262-274

Ian Beale

Communicating through a pandemic: What one police agency has learned so far pp. 275-287

Katherine Severson and Emma Poole

Hospital Incident Command System: Preparedness and application for COVID-19 response in California’s Central Valley pp. 288-304

David Matear and Rejeanna Hunter

Volume 14, issue 2, 2020

Editorial pp. 100-101

Lyndon Bird

Organisational resilience: Shifting from planning-driven business continuity management to anticipated improvisation pp. 102-109

Jelle Groenendaal and Ira Helsloot

Maintaining academic continuity in the midst of COVID-19 pp. 110-121

Cheryl Regehr and Susan Mccahan

A whole city approach to mass casualty planning pp. 122-135

Tabitha Beaton and Katherine Severson

Utilising social media within incident response programmes pp. 136-141

Kerry A. Anderson

Using unmanned aircraft systems for live event monitoring: The benefits of aerial observation pp. 142-152

Sam Bogan

Estimated value realisation: A comparison between standard and adaptive business continuity approaches pp. 153-177

David Lindstedt

Meeting compliance under Medicare and Medicaid emergency preparedness Final Rule requirements pp. 178-188

John J. Walsh

Volume 14, issue 1, 2020

Editorial pp. 4-5

Lyndon Bird

Epidemics and pandemics as high consequence events: Expanding leadership challenges and responsibilities in business continuity during the COVID-19 pandemic and beyond pp. 6-16

Christopher J. Biddle

Epidemics and pandemics: Effects on societal and organisational resilience pp. 17-36

Michael Blyth and Simon Mallett

Practising with the public: Special events training exercises for the 21st century pp. 37-45

Ian Becking and Lindsey Kirby-Mcgregor

Transitioning from incident to crisis management to continuity of operations pp. 46-54

Robert S. Cook and Raelene Anderson

Rising oceans, flooded towns: How Georgia coastline communities are readying to recover despite a changing climate pp. 55-64

Jennifer Kline, April Geruso and Emily Preziotti

As the field of emergency management evolves, is it time to enhance its training methods? pp. 65-74

Christina Crue and Kathy L. Francis

What University of Alaska Anchorage learned from a M7.1 earthquake pp. 75-81

Ron Swartz

Decision-making during VUCA crises: Insights from the 2017 Northern California firestorm pp. 82-94

Cliff Thomas

Volume 13, issue 4, 2020

Editorial pp. 296-297

Lyndon Bird

Novel coronavirus disease (COVID-19) outbreak: Now is the time to refresh pandemic plans pp. 298-312

Lisa M. Koonin

Building an organisational resilience maturity framework pp. 313-327

Aaron Gracey

What lessons learned can we use from Ebola outbreaks in Western Africa 2014 and Democratic Republic of Congo 2018–19 to improve international response? pp. 328-339

Michael Owens

Prepare for recovery: Approaches for psychosocial response and recovery pp. 340-351

Ken Hoffer and Tobi Martin

Tooling for optimal resilience pp. 352-361

Gert Kogenhop

Understanding the roles and responsibilities of the US Coast Guard during a federally declared disaster pp. 362-370

Carolyn Moberley, Kelly Thorkilson, Charles Clark and Aaron Mcclellan

Disaster housing: Lessons learned from Hurricane Harvey pp. 371-382

Christa López and Colin L. Nickells

Ready, set, bake: Using the ‘Great British Bake Off’ to learn important lessons in incidence response pp. 383-389

Kerry A. Anderson

Volume 13, issue 3, 2020

Editorial pp. 200-201

Lyndon Bird

Full speed ahead: Navigating the complexities of corporate emergency management pp. 202-210

Vincent B. Davis

Framing business continuity to achieve lasting focus pp. 211-219

Brian Zawada and Morgan Perry

A mindfulness toolkit to optimise incident management and business continuity exercises pp. 220-229

Karina De Allicon

Airport emergency management: The art of strict rules and flexible minds pp. 230-239

Roni Tidhar

Corporate self-sufficiency during disasters pp. 240-249

Bobby Cook

Why and how to implement an incident command system in business continuity management pp. 250-264

Jeanne D. Powell

The competing pressures paradigm: A tool for improving emergency and continuity planning efficacy? pp. 265-277

Tony Mcaleavy

Disaster recovery after Hurricane Maria in Puerto Rico: Assessment using Endsley’s three-level model of situational awareness pp. 278-288

Michael Naor and Efraim Laor

Volume 13, issue 2, 2019

Editorial pp. 100-101

Lyndon Bird

Business continuity management as an operational risk service provider: An approach to organisational resilience pp. 102-110

Scott Baldwin

Improving the resilience of drinking water and wastewater utilities and emergency management agencies through collaboration pp. 111-119

Kim Parsons Anderson and Lauren Wisniewski

Cloud, co-location, on-premises and hybrid disaster recovery solutions: Pros, cons, and a cost comparison pp. 120-135

Frank Trovato, Andrew Sharp and Teodora Siman

Nothing about us, without us: An inclusive preparedness programme for the whole community from inception to sustainment pp. 136-149

Karla Black and Patricia Draper

Leveraging disaster recovery in the cloud as a cloud migration path: A case study pp. 150-159

Cary Jasgur

Rethinking bomb threat response pp. 160-173

Jennifer Hesterman

Assessing the KING IV Corporate Governance Report in relation to business continuity and resilience pp. 174-185

Clifford S. Ferguson

Hurricane preparedness, response and recovery: Is everybody ready? pp. 186-192

Anthony Hurley

Volume 13, issue 1, 2019

Editorial pp. 4-5

Lyndon Bird

Preparedness planning and response to a mass-casualty incident: A case study of Sunnybrook Health Sciences Centre pp. 6-21

Claudia Cocco and Will Thomas-Boaz

Assessing the resilience of an IT portfolio pp. 22-31

Matthew Ricks and Lucrecia Boswell

The New Zealand Parliamentary Counsel Office’s response to the 2016 Kaikōura earthquakes: A case study pp. 32-39

Linda-Jane Richan

Choosing a designated survivor pp. 40-51

Julia Halsne

Accessibility of Metro Vancouver fire-fighters following a damaging earthquake: A case study pp. 52-66

Stephen Traviss

Protection of office buildings and spaces: A balanced approach to perception of terrorism risk in the common workspace pp. 67-80

Donald Meyerhoff

Leadership of first-responders following trauma pp. 81-90

Cameron Kowalski