Journal of Business Continuity & Emergency Planning

2006 - 2025

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Volume 12, issue 4, 2019

Editorial pp. 292-293

Lyndon Bird

Uniting business continuity management and operational risk management pp. 294-300

Marce Farr and Dan Bailey

Improving the practice of continuity through interdisciplinary understanding pp. 301-308

Ron Andrews

How to implement effective mass notification systems pp. 309-315

Ann Pickren and Troy Harper

The evacuation of two rural hospitals following a tsunami warning: What happened next pp. 316-330

Maddy Laberge and Nicole Spence

The disaster after the disaster: The quicksand of post-disaster recovery funding pp. 331-341

Michael E. Martinet

Interoperability in incident command pp. 342-353

Katherine Severson

Using social marketing to increase community resilience pp. 354-367

Laura Drew

Factors influencing community recovery decision making: A case study of the 2016 Fort McMurray wildfires pp. 368-380

Erica T. Woolf

Volume 12, issue 3, 2019

Editorial pp. 196-197

Lyndon Bird

Why and how to employ the SIPOC model pp. 198-210

Charlie Brown

Caring for vulnerable medical populations: Lessons learned from Hurricane Harvey (and every other hurricane before it) pp. 211-223

Dee Grimm

Breaking down silos between business continuity and cyber security pp. 224-232

Rick Phillips and Brandon Tanner

The Bourke Street tragedy: Managing recovery pp. 233-241

Sara Coward and Dean Griggs

Emergency communication systems effectiveness in an airport environment pp. 242-252

Panos Samaras and Michael J. Ferreira

Nine steps to improved critical event management pp. 253-262

Imad Mouline

Case study: Managing a meningococcal B outbreak at a university pp. 263-276

Justin Cuckow and Laura Smythson

Connecting the disaster dots: The benefits of enhanced collaboration between business continuity and risk management pp. 277-285

Frank Russo

Volume 12, issue 2, 2018

Editorial pp. 101-102

Lyndon Bird

Five steps to organisational resilience: Being adaptive and flexible during both normal operations and times of disruption pp. 103-112

Chris Butler

Moving your business continuity management programme forward with recoverability measurement pp. 113-118

Michael Harding

Active threat response: Building a resilient community pp. 119-132

Jason J. Kepp

Continuity of operations plans: Simple or detailed? pp. 133-149

Linda S. Hanwacker

The quantum physics of emergency management pp. 150-157

Lori Hodges

Achieving an actionable corporate workplace violence prevention programme pp. 158-172

Cynthia Simeone and Steve Crimando

Organisational resilience at the University of Northampton: Developing immunity to a full spectrum of threats pp. 173-179

Mils Hills and Nick Allen

Little details that make a difference: A value-based approach to disaster management pp. 180-192

Ihab Hanna Sawalha, Jamal M. Shamieh and Julia Meaton

Volume 12, issue 1, 2018

Editorial pp. 4-5

Lyndon Bird

The use of metrics to manage enterprise security risks: Understanding, evaluation and persuasion pp. 6-16

Peter E. Ohlhausen and Daniel Mcgarvey

Corporate risk from extremist groups pp. 17-26

John Sancenito

Understanding risk in an emergency management context pp. 27-39

Bob Manson

The role of unarmed security in active killer defence pp. 40-55

Brad Spicer

Ethical dilemmas presented by convergent volunteers during emergency response pp. 56-62

Ronald K. Sigman

Evaluating humanitarian aid and development sector resilience: Finding solutions to complex problems pp. 63-78

Michael Blyth

The silent assassin: Business demand changes following disaster pp. 79-93

Kaylene Sampson, Tracy Hatton and Charlotte Brown

Volume 11, issue 4, 2018

Editorial pp. 296-297

Lyndon Bird

A metrics framework to get and keep management engaged pp. 298-308

Scott Ream and Shane Mathew

Communication in a crisis in UK ambulance services: What is needed to improve incident communication? pp. 309-316

Oliver Tovey, Joshua Tolson and Angela Vinand

Leveraging history to improve crisis response pp. 317-325

Joan H. Landry

The importance of critical thinking skills in disaster management pp. 326-334

Joseph Albanese and James Paturas

A preliminary analysis of high-stakes decision-making for crisis leadership pp. 335-359

Terry Oroszi

Embracing informal stakeholder conversations for evidence-based crisis response: Two work processes based on crisis intelligence pp. 360-372

Stijn Pieters and Tim Van Achte

Building resilient organisations: Proactive risk management in organisations and their supply chains pp. 373-384

Marc Siegel

Volume 11, issue 3, 2018

Editorial pp. 200-201

Lyndon Bird

Outsourcing critical financial system operations pp. 202-210

Nora Cox and Jan Pilbauer

Preparing for campus demonstrations and protests: Four key focus areas pp. 211-215

Darrell L. Darnell

The true value and return on investment of business continuity pp. 216-222

Regina Phelps

Business continuity and risk management at a strategic level: Case study of the Flemish government pp. 223-231

Joris Bouve, Herman-Peter Steens and Martin Ruebens

A customer-insight led approach to building operational resilience pp. 232-242

Fi Passey

Business continuity and disaster management within the public service in relation to a national development plan pp. 243-255

Cliff Ferguson

Implementing a community recovery programme pp. 256-266

Paul Hendy

Managing stress in a crisis pp. 267-278

Alison Wright-Reid

Improving disaster outcomes with better decision making pp. 279-286

Ronda Oberlin

Volume 11, issue 2, 2017

Editorial pp. 105-106

Lyndon Bird

Post-event reviews: Using a quantitative approach for analysing incident response to demonstrate the value of business continuity programmes and increase planning efficiency pp. 107-116

Karthik Vaidyanathan

How Belfius Bank’s response to the terrorist attacks in Brussels helped embed business continuity in the company culture pp. 117-127

Ludo Jappens

The Fort McMurray, Alberta wildfires: Emergency and recovery management of healthcare services pp. 128-150

David Matear

Best practice vendor risk management in today’s interconnected world pp. 151-162

Ian Beale

Enhancing infrastructure resilience through business continuity planning pp. 163-173

Ronald Fisher, Michael Norman and Mary Klett

Coordinating management disciplines to build operational resilience in response to a major crisis situation pp. 174-183

Marcin Drachal

Developing a research-specific emergency management programme for municipal resilience following the 2013 flood in southern Alberta pp. 184-195

Charles Bowerman

Volume 11, issue 1, 2017

Editorial pp. 4-5

Lyndon Bird

Active-shooter events in the workplace: Findings and policy implications pp. 6-20

M. Hunter Martaindale, William L. Sandel and J. Pete Blair

Decision-making in crisis: Applying a healthcare triage methodology to business continuity management pp. 21-26

Bethany Moore and Eric A. Bone

Effective crisis decision-making pp. 27-36

Holger Kaschner

Does integration matter? A holistic model for building community resilience in Pakistan pp. 37-51

Shesh Kanta Kafle

The capability and constraint model of recoverability: An integrated theory of continuity planning pp. 52-62

David Lindstedt

Rebooting healthcare information technology downtime management pp. 63-72

Julie Bulson, Mark Van Dyke and Nicole Skibinski

Academic continuity planning in higher education pp. 73-84

Cheryl Regehr, Sioban Nelson and Angela Hildyard

Determining the appropriate strategies for emergency planning through AHP-SWOT pp. 85-94

Omid Kalatpour