Dominic Elliott

Business Continuity Management: time for a strategic role?

Abstract Against a background of increasing threats, business continuity management (BCM) has emerged in many industries as a systematic process to counter the effects of crises and interruptions, although its potential to play a more strategic role is still largely under-explored. This article examines the organisational antecedents of BCM and develops a conceptual approach to posit that BCM, in actively ensuring operational continuity, has a role in preserving competitive advantage. Such value preservation is central to the business continuity/business strategy relationship, and gives rise to the central purpose of the paper; to discuss whether firms’ BCM can be seen as strategic rather than purely functional. If so, what form does such provision take in terms of planning, organisation and culture? Evidence from six UK-based financial services firms illustrates differing approaches to business continuity, with two firms showing BCM provision more clearly aligned towards a mission-critical strategic role. Practical precepts for implementation are presented, together with a diagnostic drawing attention to the key determinants of enhanced value preservation.

Exploring the Barriers to Learning from Crisis Organizational Learning and Crisis

This article explores the possible barriers to effective organizational learning from crisis events. A number of themes are considered including learning from crisis, learning as crisis and learning for crisis. One of the key issues to emerge from a systematic study of crises is the striking similarity between the underlying causes of such events. The article outlines the nature of the crisis management process and identifies a number of barriers to the learning process. A key argument developed in the article is that the barriers to learning can themselves serve to generate the conditions which will allow an incident to escalate into a crisis. The article concludes by suggesting ways in which organizations can develop more effective learning capabilities for crisis events.

Exploring the role of social capital in facilitating supply chain resilience

Purpose – There has been limited research examining the influence of inter‐organisational relationships and the social capital they may nurture in building SCRES. The authors aim to explore how three dimensions of social capital (cognitive, structural and relational) may act as facilitators or enablers of the four formative capabilities for SCRES (i.e. flexibility, velocity, visibility, and collaboration), identified by Juttner and Maklan.Design/methodology/approach – Data were collected from three separate tiers of the supply chain involved in the response to an extreme event (the Lambrigg, UK rail crash). Using a social constructionist approach, the paper explores how social capital may enable the emergence of formative capabilities for resilience.Findings – The data suggest that the dimensions of social capital may play an influential role in facilitating the four formative capabilities for SCRES and indicate the potential for these to be mutually reinforcing.Research limitations/implications – The pap...

The Failure of Organizational Learning from Crisis – A Matter of Life and Death?

The continuing failure of organizations to learn from crisis has many costs, social, political, financial and individual and may be attributable to a misunderstanding of learning processes. This paper maps out contributions to learning from crisis from a number of fields. Central to the papers argument is that the separation of policy development from practice, in theory and action, has contributed to a failure to learn. The paper considers two cases where the failure of child protection services resulted in the deaths of the children concerned. These two cases, separated by seven years, were connected by the failure of the same local authorities and agencies. The paper concludes with a number of observations concerning the public inquiry process.

Crisis management and services marketing

Purpose – Proposes exploring the opportunities for reciprocal learning between the fields of crisis management and services marketing, and stimulating research on crises experienced by service organisations through the adoption of an interdisciplinary approach.Design/methodology/approach – Initially, an overview and summary are given of a crisis management approach by organisations, in order to demonstrate the contrast between the research perspectives adopted in the fields of crisis management and services marketing. To demonstrate the potential for reciprocal learning, a key construct from each field is identified and its potential contribution to learning in the other field is critically evaluated.Findings – The comparison between the approaches of crisis management and services marketing highlights that a concentration, in services marketing, on service failures and recoveries at individual service encounters draws attention away from the “bigger picture” and the multiple stakeholder roles that may tr...

Public Inquiry: Panacea or Placebo?

This article reviews and examines the role of the public inquiry as a mechanism for investigating disasters within the United Kingdom. A number of authors have considered the growing penetration of technology into our lives, as well as economic liberalisation, societal fragmentation and the globalisation of business, as factors that have contributed to a post modern view of the world. Within this context, this article considers the efficacy of the public inquiry as a tool for learning from disaster. Is an instrument born of the late nineteenth century suited to the demands of the early twenty-first century? Data are drawn from the football and rail industries, both of which have witnessed a sequence of large-scale accidents investigated through the public inquiry mechanism. Drawing upon literature from the fields of socio-legal studies and crisis management, three broad areas are critiqued: the process, underlying aims, and impartiality of the public inquiry process.

Policy and Practice: Recursive Learning From Crisis

Data from the 2007 U.K. floods are examined using institutional theory and practice theory lenses. We note that learning from crisis ultimately results in “lessons learned” being institutionalized in new norms, tools, and infrastructure. As the basis of legitimate action for coping in the future, they may provide a measure of resilience, but crisis management and recovery is an active and emergent process. Learning must also identify the ability to create resilience by developing the capacity and ability to be creative when such “lessons learned” prove inappropriate in an emerging scenario. This has implications for policy learning processes that may be difficult to justify since public inquiries are also institutionalized events that require “legitimate” recommendations to codify learning.

A theatrical perspective on service performance evaluation: The customer-critic approach

Abstract In this article, the customer-critic approach is presented as a complementary approach to existing service performance evaluation. It is based on methods, derived originally by Patrice Pavis, that have a distinguished pedigree in the evaluation of theatrical performances. An adaptation of Paviss evaluation framework is illustrated in the context of a restaurant service performance. A focus on the work of Pavis directs attention to the mise-en-scène or metatext of a performance as a vehicle for consumer analysis, and explicitly acknowledges the value of nurturing and enhancing the critical capacity of an audience. Although an audience should be made aware of the main components of a performance, most importantly they should be encouraged to take a holistic, rather than fragmented, view of what is being presented. In addition, unlike other research approaches, the customer-critic process involves customers before, during, and after the performance, and builds in the opportunity for both reporting and reconstruction. It is an approach to data collection and analysis more closely aligned to the Service-Dominant Logic of marketing than methods currently adopted by service managers, recognising consumers as operant resources and the ‘value in use’ of the performance from a consumer experience perspective.

Out of sight, out of mind: the limitations of traditional information systems planning

Offers a crisis management critique of the information systems and contingency planning literature and puts forward recommendations for disaster recovery. The internal and hardware focus of disaster recovery permits only partial examination of the causes of disasters and seeks to treat their effects or symptoms rather than to prevent them. Concludes with a series of recommendations for information systems planners. Information systems crises should be perceived as the result of an interaction between a number of internal and external factors. Preventing information systems crises, therefore, requires attention to complex system issues.

Using social capital to organise for success? A case study of public–private interface in the UK Highways Agency

Abstract Drawing from a social capital perspective, this paper explores sources of organisational resilience within a public–private partnership. Responding to persistent poor performance the UK Highways Agency, responsible for maintaining and developing the national road infrastructure introduced a collaborative approach to supplier management and engagement. Drawing from a case study of the Construction Management Framework (CMF), it is argued that the development of structural, cognitive and relational elements of social capital provides a fertile context for the emergence of organisational resilience. The CMF achieved significant performance improvement, adapting itself to the changing needs of the Highways Agency, and found ways to capture and use innovation, and provides an example of effective Business Continuity Management (BCM) practice in identifying and responding to threats and in building organisational resilience, safeguarding the interests of key stakeholders and value-creating activities.