Improving Operational Resilience Processes: The CERT Resilience Management Model

Caralli, Richard A.; Allen, Julia; Curtis, Pamela D; White, David W.; Young, Lisa R.

doi:10.1109/socialcom.2010.173

Cited by 28 publications

(22 citation statements)

References 7 publications

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“…Moreover Caralli et al [35] suggest a resilience management model defining processes for managing operational resilience in complex, riskevolving environments and providing a path for making operational resilience a repeatable, predictable, manageable, and improvable process. Moreover Caralli et al [35] suggest a resilience management model defining processes for managing operational resilience in complex, riskevolving environments and providing a path for making operational resilience a repeatable, predictable, manageable, and improvable process.…”

Section: Findings From Multidimensional Scalingmentioning

confidence: 99%

Strategic and operational management of organizational resilience: Current state of research and future directions

Annarelli

Nonino

2016

Omega

399

284

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Section: Findings From Multidimensional Scalingmentioning

confidence: 99%

Strategic and operational management of organizational resilience: Current state of research and future directions

Annarelli

Nonino

2016

Omega

399

284

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“…They do not provide items to be analyzed to evaluate resilience. Caralli et al (2010) proposed the CERT ® Resilience Management Model to assess resilience. It defines 26 process areas with specific goals and practices.…”

Section: Measuring Organizational Resilience Based On Other Techniquesmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

141

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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“…Of the few tools that have been developed, resilience is assessed from specific perspectives such as size, industry or other particular aspects of the organisation. For example, the CERT Resilience Management Model (CERT-RMM) (Caralli, Allen, Curtis, White, and Young, 2010), the Resilient Institute's (2012) Resilience Diagnostic, and the Magus Indexer (Magus Toolbox Limited, 1990) are all designed with a specific theoretical framework and end-user in mind. The CERT Resilience Management Model (CERT-RMM) (Caralli et al, 2010) is targeted towards organisational resilience from an information and communication technology (ICT) security perspective.…”

Section: Introductionmentioning

confidence: 99%

Short-form version of the Benchmark Resilience Tool (BRT-53)

Whitman

Kachali

Roger³

et al. 2013

Measuring Business Excellence

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The Benchmark Resilience tool (BRT-53) is an organisational-level resilience quantification methodology which assesses behavioural traits and perceptions linked to the organisation's ability to plan for, respond to and recover from emergencies and crises. The BRT-53 is a survey with 53 questions (items) that yields a 13 scale profile or organisational resilience based on 13 theoretical constructs. Items are drawn from the BRT-53 to create two shorter forms of the tool using two different methods for comparative purposes. The first method involves the selection of items based on the 13 theoretical constructs used in the development of the original tool. This shortened index is called the BRT-13A. The second method derived 13 items from the theoretical constructs using statistical correlations of the items within each construct. This shortened index is called the BRT-13B. The scores from each short-form index were computed into overall resilience scores that were then compared with the overall resilience scores generated from the BRT-53. The results of these comparisons found that both the BRT-13A and BRT-13B produced valid and reliably similar results to the BRT-53. The BRT-13B proved to be slightly more valid and reliable than the BRT-13A and is recommended over the BRT-53 as the short-form version significantly decreases the likelihood of survey fatigue and low response rates with very little sacrifice to survey validity or reliability.

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Improving Operational Resilience Processes: The CERT Resilience Management Model

Cited by 28 publications

References 7 publications

Strategic and operational management of organizational resilience: Current state of research and future directions

Strategic and operational management of organizational resilience: Current state of research and future directions

What we know and do not know about organizational resilience

Short-form version of the Benchmark Resilience Tool (BRT-53)

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