A decision support methodology for a disaster-caused business continuity management

Schätter, Frank; Hansen, Ole Erik; Wiens, Marcus; Schultmann, Frank

doi:10.1016/j.dss.2018.12.006

Cited by 51 publications

(46 citation statements)

References 37 publications

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“… I4 Disaster management The concept of disaster management can be defined as the correct set of actions and activities taken during each phase of the disaster extending between preventing the disaster from happening to overcoming its effects. Abulnour (2014); Dwivedi et al (2018) ; Ganguly et al (2017) ; Rodríguez-Espíndola et al (2020) ; Ghorashi et al (2019) ; Gupta et al (2020) ; Khalilpourazari et al (2020) ; Govindan et al (2020b) ; Sarma et al (2020) ; Schätter et al (2019) . I5 Green supply chain Green supply chain management is defined as a set of programs adopted within the supply chain to improve environmental performance of processes and products in the forms of environmental management system, life-cycle analysis, design for environment, environmental certification.…”

Section: Resultsmentioning

confidence: 99%

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

Bui

Tsai

Tseng

et al. 2021

Sustainable Production and Consumption

198

119

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Balancing sustainability and disruption of supply chains requires organizational ambidexterity. Sustainable supply chains prioritize efficiency and economies of scale and may not have sufficient redundancy to withstand disruptive events. There is a developing body of literature that attempts to reconcile these two aspects. This study gives a data-driven literature review of sustainable supply chain management trends toward ambidexterity and disruption. The critical review reveals temporal trends and geographic distribution of literature. A hybrid of data-driven analysis approach based on content and bibliometric analyses, fuzzy Delphi method, entropy weight method, and fuzzy decision-making trial and evaluation laboratory is used on 273 keywords and 22 indicators obtained based on the experts’ evaluation. The most important indicators are identified as supply chain agility, supply chain coordination, supply chain finance, supply chain flexibility, supply chain resilience, and sustainability. The regions show different tendencies compared with others. Asia and Oceania, Latin America and the Caribbean, and Africa are the regions needs improvement, while Europe and North America show distinct apprehensions on supply chain network design. The main contribution of this review is the identification of the knowledge frontier, which then leads to a discussion of prospects for future studies and practical industry implementation.

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Section: Resultsmentioning

confidence: 99%

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

Bui

Tsai

Tseng

et al. 2021

Sustainable Production and Consumption

198

119

View full text Add to dashboard Cite

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“…Besides representing an extraordinary health and social emergency, the pandemic is also a major threat for companies and the continuity of their business processes. Whereas business continuity represents a strategic organizational capability ( Wong, 2009 ) also associated with resilience ( Parker & Ameen, 2018 ; Sabatino, 2016 ; Sahebjamnia et al, 2015 ; Schätter et al, 2019 ), the literature has specifically discussed the relevance of crisis management for the survival of organizations ( Laufer, 2015 ). A systematization effort was also conducted to identify key research themes and trends in crisis management ( Coombs & Laufer, 2018 ) along the different pre-crisis (prevention and preparation), crisis (response), and post-crisis (learning and revision) activities ( Coombs, 2015 ).…”

Section: Responding To Covid-19mentioning

confidence: 99%

“…Activities include risk and impact evaluation, continuity plan/process design, implementation and measurement, testing, and continuous update of measures ( Cerullo & Cerullo, 2004 ; Pitt & Goyal, 2004 ; Speight, 2011 ). The literature emphasizes the compliance with continuity standards ( Freestone & Lee, 2008 ; Tammineedi, 2010 ), risk management ( Nosworthy, 2000 ; Schätter et al, 2019 ), and organizational culture ( Alesi, 2008 ; Rapaport & Kirschenbaum, 2008 ). Typically, the focus has been on ensuring the continuity of a specific business domain, such as IT infrastructure ( Bajgoric, 2006 ), supply chain ( Benyoucef & Forzley, 2007 ), or outsourcing ( De Luzuriaga, 2009 ).…”

Section: Introductionmentioning

confidence: 99%

Business continuity in the COVID-19 emergency: A framework of actions undertaken by world-leading companies

2021

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The COVID-19 emergency has urged companies to operate in new ways to face supply chain interruptions, shifts in customer demand, and risks to workforce health. The organizational ability to respond to critical contingencies is crucial for business leaders in the perspective of continuing business. In our research, we investigate the actions undertaken by 50 world-leading corporations to respond to the pandemic outbreak. Applying content analysis to web pages and social network posts, we extract 77 actions related to 13 sub-areas and integrate these into a five-level framework encompassing operations, customer, workforce, leadership, and community-related responses. We also describe six illustrative company examples of how the emergency can generate opportunities for creating new value. The study advances the scholarly discussion on the impact of emergencies on business continuity and provides managers with a comprehensive view and some insights to define response strategies and actions in the current challenging scenario.

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“…Craighead et al (2007), menjelaskan gangguan rantai pasok paling mendasar adalah resiko operasional dan keuangan yang akan mempengaruhi kepada kerentanan,ketahanan, dan kontinuitas. Gangguan atas rantai pasok ini konsekuensinya berdampak kepada tidak berfungsinya satu atau lebih proses bisinis yang sedang berjalan (Schätter et al,2019). Untuk menghadapi gangguan terhadap rantai pasok maka diperlukan suatu model rantai pasok yang fleksibilitas dan terintegrasi (Duclos,Vokurka, dan Lummus,2003).…”

Section: Pendahuluanunclassified

Sistem Pendukung Keputusan Cerdas Pada Model Rantai Pasok Industri Konstruksi Berkelanjutan: Studi Literature

Thaha

Ophiyandri

Hidayat

et al. 2020

JRFTSP

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Dalam dunia konstruksi faktor resiko selalu ada. Risiko tersebut mempunyai pengaruh yang besar terhadap keberhasilan proyek konstruksi. Untuk itu perlu diketahui dan dianalisis faktor-faktor risiko yang akan berpengaruh terhadap keberhasilan proyek konstruksi sehingga dapat menghindarkan resiko terjadinya kegagalan. Makalah ini membahas studi literature mengenai sistem pendukung keputusan cerdas pada industri konstruksi dengan melihat pola rantai pasok yang ada sehingga dapat mengurangi resiko dalam pelaksanaan proyek-proyek konstruksi dalam hal ini industri konstruksi berkelanjutan. Studi literature dilakukan dengan membandingkan artikel-artikel ilmiah terkait yang berhubungan dengan bahasan penelitian, dimulai dengan tinjauan terhadap artikel-artikel yang mengungkapkan pendapat para ahli, perkembangan, masalah dan solusi yang ditawarkan. Artikel-artikel yang digali sebagian besar diambil dari artikel-artikel yang terbit dari tahun 1991 hingga 2019 dan beberapa artikel yang terbit sebelum tahun 1991 tetapi mendukung terhadap penelitian ini.

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A decision support methodology for a disaster-caused business continuity management

Cited by 51 publications

References 37 publications

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

Business continuity in the COVID-19 emergency: A framework of actions undertaken by world-leading companies

Sistem Pendukung Keputusan Cerdas Pada Model Rantai Pasok Industri Konstruksi Berkelanjutan: Studi Literature

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