Journal of Business Continuity & Emergency Planning

2006 - 2026

From Henry Stewart Publications
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Volume 7, issue 4, 2014

Editorial pp. 276-277

Lyndon Bird

Ensuring IT service continuity in the face of increasing threats pp. 278-291

Vishwanath Nair

Building a global business continuity programme pp. 292-301

Michael Lazcano

Operation Crash and Surge: Lessons learned from a region-wide exercise pp. 302-311

Kate Hardie and Tim Kitchen

Collaboration in crisis and emergency management: Identifying the gaps in the case of storm ‘Alexa’ pp. 312-323

Ihab Hanna Salman Sawalha

Understanding where policies and decisions can go wrong: Utilising a 360 analysis model as a proactive reputation management strategy pp. 324-334

Carol L. Cwiak

Lessons learned from the Philippine government’s response to Typhoon Haiyan pp. 335-346

Patrick Alcantara

A dynamic process of health risk assessment for business continuity management during the World Exposition Shanghai, China, 2010 pp. 347-364

Xiaodong Sun, Mark Keim, Chen Dong, Mollie Mahany and Xiang Guo

Volume 7, issue 3, 2014

Editorial pp. 180-181

Lyndon Bird

Plane down in the city: Operation Crash and Surge pp. 184-192

Duane F. Kann and Thomas W. Draper

Community resiliency through recovery resource supply chain planning pp. 193-204

Charlotte Franklin and Kiersten Todt

Public–private partnership from theory to practice: Walgreens and the Boston Public Health Commission supporting each other before and after the Boston bombings pp. 205-220

Atyia Martin and Jim Williams

Business continuity management in international organisations pp. 221-229

Christel Adamou

Application impact analysis: A risk-based approach to business continuity and disaster recovery pp. 230-237

Beth Epstein and Dawn Christine Khan

Three steps to safety: Developing procedures for active shooters pp. 238-244

Lisa W. Morris

Lessons learned in crisis management pp. 245-252

Chris Olson

Whole community planning: Building resiliency at the local level pp. 253-259

Dee Grimm

Wheels, hubs and spokes: Incorporating a scorecard into a business continuity programme pp. 260-269

Tracy Stourac

Volume 7, issue 2, 2014

Editorial Cyber issue pp. 92-94

Lyndon Bird

Introducing cyber pp. 97-102

Fredrik Hult and Giri Sivanesan

Cyber security: A critical examination of information sharing versus data sensitivity issues for organisations at risk of cyber attack pp. 103-111

Jason Mallinder and Peter Drabwell

What good cyber resilience looks like pp. 112-125

Fredrik Hult and Giri Sivanesan

Cyber crime: Can a standard risk analysis help in the challenges facing business continuity managers? pp. 126-137

Danny Vande Putte and Marc Verhelst

The cyber security threat stops in the boardroom pp. 138-148

Tim Scully

Cyber resilience: A review of critical national infrastructure and cyber security protection measures applied in the UK and USA pp. 149-162

Wayne Harrop and Ashley Matteson

How is cyber threat evolving and what do organisations need to consider? pp. 163-171

Martin Borrett, Roger Carter and Andreas Wespi

Volume 7, issue 1, 2013

Editorial pp. 4-5

Lyndon Bird

Strategic continuity planning: The first critical step pp. 6-12

Jack Smith

Digital detectives and virtual volunteers: Integrating emergent online communities into disaster response operations pp. 13-25

Alisha Griswold

Identifying single points of failure in your organisation pp. 26-32

Robby J. Bryant

National mass care strategy: A national integrated approach pp. 33-43

Amy Mintz and Waddy Gonzalez

A winning combination: The 3Cs of business continuity pp. 44-55

Lee Glendon

Plans are useless pp. 56-64

Michael Bland

Improving decision making in crisis pp. 65-76

Guy Higgins and Jennifer Freedman

Developing an ontological explosion knowledge base for business continuity planning purposes pp. 77-86

Iraj Mohammadfam, Omid Kalatpour, Rostam Golmohammadi and Hasan Khotanlou

Volume 6, issue 4, 2013

Editorial pp. 288-294

Lyndon Bird

Preventing a data breach from becoming a disaster pp. 295-303

Ed Goldberg

Communicating and managing change during extreme weather events: Promising practices for responding to urgent and emergent climate threats pp. 304-313

Tim L. Tinker

Snow: Building a better all-hazards response pp. 314-321

Peter T. Gaynor

Winners and losers in the complex web of global supply chains pp. 322-328

Lee Glendon

A study to identify winning strategies for the business community during the next pandemic pp. 329-346

Martin Spriggs

Crisis management: An extended reference framework for decision makers pp. 347-359

Alessandro Carone and Luigi Di Iorio

Organisational performance and business continuity management: A theoretical perspective and a case study pp. 360-373

Ihab Hanna Salman Sawalha

Volume 6, issue 3, 2013

Editorial pp. 196-197

Lyndon Bird

Use of fear and threat-based messages to motivate preparedness/ Costs, consequences and other choices Part Two pp. 198-209

Ana-Marie Jones

Identifying tier one key suppliers pp. 210-221

Steve Wicks

Supply chain management/ Some lessons learned the hard way pp. 222-227

Stephen Nuttall

Targeted assets risk analysis pp. 228-239

Barry Bouwsema

A best practices approach to physical corporate preparedness utilising emergency supplies pp. 240-252

Stephen Baruch and Brian Klosterman

Open and social leadership/ A new paradigm in emergency management pp. 253-267

Adam Crowe

The human cost of being a ‘first responder’ pp. 268-271

Arthur Rabjohn

Integrating an incident management system within a continuity of operations programme/ Case study of the Bank of Canada pp. 272-281

Carole Loop

Volume 6, issue 2, 2013

Editorial pp. 100-101

Lyndon Bird

The state of systemic threat surveillance in some Australian health organisations pp. 102-110

Deon V. Canyon

Effectively managing partnership evolution: A case study from Chicago pp. 111-121

Brian S. Tishuk

Antimicrobial resistance, infection control and planning for pandemics: The importance of knowledge transfer in healthcare resilience and emergency planning pp. 122-135

Jennifer Cole

A corporate treasurer toolkit to ensure fund delivery in disaster zones pp. 136-142

Sassan Cyrus Parandeh

Making acute hospital exercises more realistic without impacting on healthcare delivery pp. 143-150

Paul W. Riley, David J. Dalby and Elizabeth A. Turner

Disaster and exercise performance information collection tool: Capturing observations in four minutes or less pp. 151-163

Stewart D. Smith, Richard Smith, Joseph Albanese, Elaine Forte, James Paturas, William Halstead and Anthony Tomassoni

Build back better principles for economic recovery: Case study of the Victorian bushfires pp. 164-173

Sandeeka Mannakkara and Suzanne Wilkinson

Integrating public health and medical intelligence gathering into homeland security fusion centres pp. 174-179

Brienne Lenart, Joseph Albanese, William Halstead, Jeffrey Schlegelmilch and James Paturas

Use of fear and threat-based messages to motivate preparedness: Costs, consequences and other choices Part One pp. 180-191

Ana-Marie Jones

Volume 6, issue 1, 2012

Editorial pp. 4-5

Lyndon Bird

Understanding and reducing the risk of supply chain disruptions pp. 6-12

Graham Clark

How effective incident management retains market share pp. 13-24

Courtenay Enright

Homeland security in the USA: Past, present, and future pp. 25-31

Roger L. Kemp

Developing emergency exercises for hazardous material transportation: Process, documents and templates pp. 32-46

Margaret Crichton and Terence Kelly

Is preparedness for CBRN incidents important to general practitioners in East London? pp. 47-54

Gavin Dabrera, Emmanuel Anyaegbu, Sarah Addiman, David Keeling, Charlotte Ashton, Shakeel Whala, Adrienne Dunne, Jose Figueroa, Chris Lovitt, Ian Basnett and Sooria Balasegaram

Understanding your supply chain to reduce the risk of supply chain disruption pp. 55-67

Nick Wildgoose, Patrick Brennan and Simon Thompson

Creating a process for incorporating epidemiological modelling into outbreak management decisions pp. 68-83

Hana Akselrod, Monica Mercon, Petter Kirkeby Risoe, Jeffrey Schlegelmilch, Joanne Mcgovern and Sandy Bogucki

The Arabic culture of Jordan and its impacts on a wider Jordanian adoption of business continuity management pp. 84-95

Ihab H. Sawalha and Julia Meaton