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Surviving organizational disasters

Author

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  • Duncan, W. Jack
  • Yeager, Valerie A.
  • Rucks, Andrew C.
  • Ginter, Peter M.

Abstract

Man-made and natural disasters are becoming increasingly common in today's world. Among other entities, companies should be concerned because these impact organizational survival, disrupting the lives and functioning of employees, suppliers, customers, and organizational infrastructure. If the present trend continues, the Federal Emergency Management Agency is on track to declare 30% more disasters in 2010 than in 2009. Organizational disasters are crises in the extreme. While the crisis management literature provides a useful foundation for planning for internal organizational threats, it does not adequately address larger external threats brought about by disasters. With this gap in mind, we herein present a framework for planning for man-made or natural disasters: continuity of operations planning (COOP). Continuity of operations planning is a tool that aids organizations in staying in business under extreme circumstances. Although continuity of operations planning is not an entirely new practice, many small and medium-sized firms are reluctant to engage in this type of planning. To highlight the value of the process, this article provides examples of organizational disasters, alongside a simplified method for developing an effective continuity of operations plan.

Suggested Citation

  • Duncan, W. Jack & Yeager, Valerie A. & Rucks, Andrew C. & Ginter, Peter M., 2011. "Surviving organizational disasters," Business Horizons, Elsevier, vol. 54(2), pages 135-142.
    • Handle: RePEc:eee:bushor:v:54:y:2011:i:2:p:135-142
    DOI: 10.1016/j.bushor.2010.10.005
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    References listed on IDEAS

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    1. Worthington, William J. & Collins, Jamie D. & Hitt, Michael A., 2009. "Beyond risk mitigation: Enhancing corporate innovation with scenario planning," Business Horizons, Elsevier, vol. 52(5), pages 441-450, September.
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    Cited by:

    1. Shannon Tracey & Tracey L. O’Sullivan & Daniel E. Lane & Emily Guy & Jill Courtemanche, 2017. "Promoting Resilience Using an Asset-Based Approach to Business Continuity Planning," SAGE Open, , vol. 7(2), pages 21582440177, May.
    2. Kyoo‐Man Ha, 2016. "Facilitating Redundancy‐Oriented Management with Gene‐Therapy‐Oriented Management Against Disaster," Risk Analysis, John Wiley & Sons, vol. 36(6), pages 1262-1276, June.
    3. Park, YoungWon & Hong, Paul & Roh, James Jungbae, 2013. "Supply chain lessons from the catastrophic natural disaster in Japan," Business Horizons, Elsevier, vol. 56(1), pages 75-85.
    4. Brahim Herbane, 2014. "Information Value Distance and Crisis Management Planning," SAGE Open, , vol. 4(2), pages 21582440145, April.
    5. Sáenz, María Jesús & Revilla, Elena & Acero, Beatriz, 2018. "Aligning supply chain design for boosting resilience," Business Horizons, Elsevier, vol. 61(3), pages 443-452.
    6. Ekinci, Yuksel & Gordon-Wilson, Sianne & Slade, Adrian, 2020. "An exploration of entrepreneurs' identities and business growth," Business Horizons, Elsevier, vol. 63(3), pages 391-401.

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