Journal of Business Continuity & Emergency Planning

2006 - 2025

From Henry Stewart Publications
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Volume 4, issue 4, 2010

Editorial pp. 301-302

Lyndon Bird

Business continuity strategies for cyber defence: Battling time and information overload pp. 303-316

John Streufert

Using community partners to deliver low-cost and effective emergency management and business continuity services pp. 317-328

Joan Thomas, Jean Paul Roggiero and Brian Silva

Mitigating risks by integrating business continuity and security pp. 329-337

Scott Shaw and Nicholas Smith

The creation of regional partnerships for regional emergency planning pp. 338-351

Laura Myers, Larry Myers and Lorna Grant

Implementing business continuity effectively within the UK National Health Service pp. 352-359

Patrick Roberts and Helen Molyneux

Creating meaningful business continuity management programme metrics pp. 360-367

Brian Strong

Analysing the external supply chain risk driver competitiveness: A risk mitigation framework and business continuity plan pp. 368-374

Mauricio F. Blos, Hui-Ming Wee and Joshua Yang

Applying social science and public health methods to community-based pandemic planning pp. 375-390

Elizabeth J. Danforth, Annette Doying, Georges Merceron and Laura Kennedy

Volume 4, issue 3, 2010

Editorial pp. 189-190

Lyndon Bird

Developing measurement indices to enhance protection and resilience of critical infrastructure and key resources pp. 191-206

Ronald E. Fisher and Michael Norman

Business recovery at an arson damaged office pp. 207-215

Russell Stewart

Enhancing private sector engagement: Louisiana’s business emergency operations centre pp. 216-230

Jamison M. Day, Shannon Strother, Ramesh Kolluru, Joseph Booth, Jason Rawls and Andres Calderon

Evolving emergency programme models pp. 231-245

Deane Johanis

An integrated approach to managing disruption-related risk: Life and death in a model community pp. 246-261

Carl A. Gibson

Principles to enable leaders to navigate the harsh realities of crisis and risk communication pp. 262-273

Barbara J. Reynolds

How to create a public–private partnership: A replicable project associated with business continuity pp. 274-285

Daniel Hahn

Collective response to public health emergencies and large-scale disasters: Putting hospitals at the core of community resilience pp. 286-295

James L. Paturas, Deborah Smith, Stewart Smith and Joseph Albanese

Volume 4, issue 2, 2010

Editorial pp. 93-94

Lyndon Bird

Comparing military and civilian critical thinking and information processes in operational risk management: What are the lessons? pp. 97-112

Jerry D. VanVactor and Tony Gill

Exercise Headcount: What do you do with 800 scientists who cannot return to the building they have just evacuated? pp. 113-125

Nick Berry

Pandemic response: Developing a mission-critical inventory and cross-training programme pp. 126-131

James M. Rosenbluth

The value of tabletop exercises and one-page planning documents pp. 132-141

Mary Lasky

The vulnerabilities of the power-grid system: Renewable microgrids as an alternative source of energy pp. 142-153

Victor Meyer, Charles Myres and Nitin Bakshi

Pandemic (H1N1) 2009: Setting up a multi-agency regional response centre — a toolkit for other public health emergencies pp. 154-164

Vivien Cleary, Sooria Balasegaram, Brian Mccloskey, David Keeling and Deborah Turbitt

From cacophony to symphony: How to focus the discipline of business continuity pp. 165-173

John Copenhaver and David Lindstedt

What would you do? Managing a metro network during mass crowd events pp. 174-180

Unknown

Volume 4, issue 1, 2009

Editorial pp. 4-5

Lyndon Bird

Taking the business continuity programme to a corporate leadership role pp. 8-13

Ira Messer

Special event planning for the emergency manager pp. 14-21

Peter T. Gaynor

Case study on industrial hazmat response teams pp. 22-32

Shelly J. Stephens

Emergency management and mass fatalities: Who owns the dead? pp. 33-46

Jim Crabtree

How to build a comprehensive business continuity programme for a healthcare organisation pp. 47-61

Angela Devlen

The strategic skills of business continuity managers: Putting business continuity management into corporate long-term planning pp. 62-68

Wei Ning Zechariah Wong

Revolutionary and evolutionary change in emergency management pp. 69-85

David A. Mcentire

Volume 3, issue 4, 2009

Editorial pp. 280-281

Unknown

Developing an evacuation plan for the Obama presidential inauguration pp. 282-290

Darrell L. Darnell and Jodi Stern

Global trends in salary, status, responsibilities and career progression: What does the future hold for the business continuity professional? pp. 291-301

Cheyene Haase

A crisis management standard: Who needs it? pp. 302-311

Peter Power

Ensuring business continuity for business process outsourcing companies pp. 312-316

Jonathan De Luzuriaga

Managing peacekeeping communications pp. 317-327

Ged Griffin

Is your company ‘The Biggest Loser’? pp. 328-334

Bill Jancouskas

Developing public–private partnership based business continuity management for increased community resilience pp. 335-344

Kenji Watanabe

Building organisational resilience through a designed-in security management approach pp. 345-355

Peter Trim, Nigel Jones and Kevin Brear

Contingency planning for earthquakes in Asia pp. 356-367

Nathaniel Forbes

Human factors in organisational resilience: Implications of breaking the psychological contract pp. 368-375

Jackie Mccoy and Alan Elwood

Volume 3, issue 3, 2009

Editorial pp. 189-190

Unknown

How to communicate flood risks effectively pp. 193-200

Tim L. Tinker and Gerald E. Galloway, Jr.

Gaining senior executive commitment to business continuity: Motivators and reinforcers pp. 201-208

Kenny Seow

The development of Scotland’s resilience pp. 209-215

Ian Walford

Developing a business continuity programme at Arab National Bank pp. 216-221

Abdulrahman Alonaizan

Resilience under attack: Techniques for continuing online business in the face of security compromise pp. 222-226

Justin Clarke

Event tourism: A strategic methodology for emergency management pp. 227-240

Chris Kemp

Using the disaster crunch/release model in building organisational resilience pp. 241-247

Alan Elwood

Crisis leadership: Past research and future directions pp. 248-258

Stacy L. Muffett-Willett and Sharon D. Kruse

Computer misuse in the workplace pp. 259-270

H. M. P. S. Herath and W. M. J. I. Wijayanayake

Volume 3, issue 2, 2009

Editorial pp. 101-102

Unknown

What one must know about achieving BS25999-2 certification pp. 105-111

Roger Mcloughlin

Proven strategies for developing an emergency response community pp. 112-123

Richard A. Serino and Laura N. Williams

An alternative methodology for business impact analysis in a service-oriented industry pp. 124-131

Shankar Swaroop

The summer 2007 floods: One year on and the lessons learned pp. 132-136

Nick Best and David Fraser

Beyond the hit-and-run tabletop exercise pp. 137-144

Keith Hansen and Lea Pounds

Community resilience: The future of business continuity pp. 145-152

John Collicutt

CBRN preparedness in a small community: How the Isle of Man has integrated responding and support services pp. 153-160

Bruce Kirkham

The role of videoconferencing in crisis and emergency management pp. 161-178

Robert C. Chandler and J. D. Wallace

Volume 3, issue 1, 2008

Editorial pp. 4-4

Unknown

Enhancing enterprise resilience in the commercial facilities sector pp. 5-18

Robert J. Coullahan and C. David Shepherd

Being logistically prepared for an influenza pandemic pp. 19-30

Jerry D. VanVactor

Communicating in a crisis: A risk management issue? pp. 31-37

David Gregory

A roadmap to measure and achieve enterprise operational resiliency pp. 38-46

Karen Dye and Margaret Langsett

An innovative, flexible and workable business continuity plan: Case study of the Australian Customs Service Cargo BCP pp. 47-54

Glenn Thornton

Case study: A national alliance for training healthcare workers in emergency response pp. 55-65

Elaine Forte and James Paturas

Maintaining airport business continuity and operations during disaster response: The role of command and control relationships with emergency management agencies pp. 66-74

James Fielding Smith

Business continuity planning and pandemic influenza in Europe: A thematic analysis of independent sector and national governments’ guidance pp. 75-92

Alexandra Conseil, Sandra Mounier-Jack and Richard Coker