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This paper presents an analysis of selected participants in a survey of Australian organisations’ approaches to business and information technology (IT) contingency planning. In particular, it examines the role of management in planning and setting priorities for contingency planning, especially in those organisations that have specified that IT is critical to the business operations. The survey was undertaken because there was a perception that coping with disaster is a much‐neglected aspect of management in Australia, and this analysis examines the underlying attitudes. The findings reveal that most organisations are inadequately prepared and fail to take the issue seriously. Business continuity is not rated as a high priority. Managers in the IT area are also expected to take the responsibility for contingency planning for the whole business.

Today's supply chains face increasing vulnerabilities; effective management of disruptions is critical to an organization's ability to weather disruptive events and remain competitive. Contingency planning is a method of risk management that promotes effective crisis management. This research tests proposed antecedents of contingency planning effectiveness in a supply chain setting.

A survey method was used to gather data from 103 participants who are involved in their respective organization's contingency planning and implementation processes. The data were analyzed using partial least squares to examine relationships between contingency planning effectiveness, inter‐organizational information technology (IT) use, cooperative attitude, and inter‐organizational collaboration.

The proposed model explains 87 percent of the variance in contingency planning effectiveness. The findings suggest that inter‐organizational collaboration, inter‐organizational IT use, and cooperative attitude directly impact contingency planning effectiveness. Inter‐organizational collaboration mediates the relationships between the other antecedents and contingency planning effectiveness.

Although effective contingency planning has been shown to influence positive outcomes, the relationship between contingency planning effectiveness and its antecedents is not well understood in extant literature. This study identifies and investigates key antecedents to contingency planning effectiveness and provides a foundation for continued investigation.

This research aims to determine to what extent uncertainties affected manufacturing enterprises' delivery performance, to analyse the performance of their contingency plans in dealing with uncertainties and to explore what technical and organisational factors affected managers' decisions to implement an uncertainty‐diagnosing model.

The methodology included a literature review, postal questionnaire survey and telephone interviews.

A total of 30 companies responded to the questionnaire, 56 per cent of which thought their systems worked well and 80 per cent reported that material shortages were responsible for tardy delivery performance. Tardy delivery was directly or indirectly caused by poor supplier delivery performance in the opinion of 92 per cent of respondents. Seven companies had developed an uncertainty‐diagnosing model. Not all companies needed to adopt the model.

Uncertainty and contingency plans were investigated in UK and Chinese organisations using MRP/MRPII/ERP systems. Therefore, the findings will be directly relevant to the organisations, but may be adapted to other similar organisations.

A detection method was proposed to determine the steps required for organisations to adopt the uncertainty‐diagnosing model.

The paper provides some empirical data on uncertainty and the contingency plans used in ERP‐controlled manufacturing environments in organisations in the UK and China. Data on uncertainty are scarce and this research gives further insights into the ways managers perceive and handle uncertainty.

The purpose of this paper is to present the findings that describe any correlations between leadership demographic characteristics with that of the levels of business continuity (BC) and disaster recovery (DR) planning by surveying the academic department's continuity planners at two major research universities in Southern California.

The research methodology was a quantitative method utilizing a correlational research design (logistic regression). Survey data from a self-reporting web-based survey were analyzed.

Analysis of five leadership demographic characteristics and four covariates reveals one statistically significant predictor of resiliency planning. Furthermore, close to one-quarter of the academic departments were found to have no BC or DR plan. Conversely, having a budget for resiliency planning was not found to be a significant predictor of resiliency planning.

This study was specifically limited to continuity planners within two major, public, academic research institutions within Southern California. This allows for an in-depth understanding of a specific contingency planning phenomenon: geographically bounded public, research-oriented, higher education institutions. This study could provide a framework for administrative leaders in academic settings to assess their organizations’ capacity for recovery from an unexpected business disruption. This study could assist university administration in identifying personnel to lead resiliency planning within the institution.

The research indicates that educational institutions lack in organizational resiliency planning. This study could provide a framework for administrative leaders in academic settings to assess their organizations’ capacity for recovery from an unexpected business disruption.

While there is much literature on the separate topics of leadership in an academic environment and contingency planning, no study exists that attempts to observe any correlations between these concepts.

This paper provides a five-step Enterprise Architecture Management (EAM) approach to systematically guide the development and implementation of contextualised Sales and Operations Planning (S&OP) designs.

A case study is conducted at a European chemical manufacturer. The research applies the five-step approach, embracing the descriptive and prescriptive EAM functions combined with the lens of contingency theory.

The research findings demonstrate the suitability of the proposed EAM approach for the contextualisation of S&OP designs from a contingency theory perspective. Its descriptive EAM function serves to assess context-specific S&OP challenges and enables to analyse the contextual fit of S&OP designs. Its prescriptive EAM function guides the development and implementation of context-specific S&OP designs towards increasing the S&OP effectiveness. EAM's integrated view onto people, process and information technology served to analyse current practices on the dynamics of S&OP contextualisation in innovation- and quality-driven contexts. Thereby, the paper contributes to a better S&OP contingency understanding.

The EAM approach offered in this paper provides a concrete and practically applicable guidance to support managers to face their context-specific challenges and guide the contextualisation of their S&OP designs to increase the S&OP effectiveness. Moreover, practitioners can improve their understanding regarding the need for S&OP design adjustments to reflect changes in their companies' contingencies.

The research introduces a novel EAM approach for S&OP contextualisation, particularly reflecting contingency theory's dynamic view of structural adjustments to regain fit (SARFIT).

The purpose of this study is to address the problem of a plethora of potential plans related to business continuity and disaster recovery.

A review of the relevant academic articles, standards and guidelines related to business continuity and disaster recovery was conducted, and the discussed plans include critical information infrastructure plans, disaster recovery plans, information system contingency plans, business continuity plans and continuity of operations plans.

The content of each plan is explained. A layered business continuity and disaster recovery model is proposed, which consolidates all plans in a coherent manner.

Relationships, similarities and differences among each pair of plans are discussed, and the longitudinal validity and applicability of plans are presented.

This systematic literature review analyzes the academic literature to understand SC risk and resilience across different organizational sizes and industries. The academic literature has well discussed the causes of supply chain (SC) risk events, the impact of SC disruptions, and associated plans for SC resilience. However, the literature remains fragmented on the role of two fundamental elements in achieving SC resilience: the firm's size and the firm's industry as firms' contingent factors. Therefore, it is important to investigate and highlight SC resilience differences by size and industry type to establish more resilient firms.

Building upon the contingent resource-based view of the firm, the authors posit that organizational factors such as size and industry sector have important roles in developing organizational resilience capabilities. This systematic literature review and analysis is based on the structural and systematic analysis of high-ranked peer-reviewed journal papers from January 2000 to June 2021 collected through three global scientific databases (i.e. ProQuest, ScienceDirect, and Google Scholar) using relevant keywords.

This systematic literature review of 230 high-quality articles shows that SC risk events can be categorized into demand, supply, organizational, operational, environmental, and network/control risk events. This study suggests that the SC resilience plans developed by startups, small and mdium-sized enterprises (SMEs), and large organizations are not necessarily the same as those of large enterprises. While collaboration and networking and risk management are the most crucial resilience capabilities for all firms, applying lean and quality management principles and utilizing information technology are more crucial for SMEs. For large firms, knowledge management and contingency planning are more important.

This study provides a comprehensive review of the literature on SC resilience plans across different organizational sizes and industries, offering new insights into the nature and dynamics of startups', SMEs', and large enterprises' SC resilience in different industries. The study highlights the need for further investigation of SC risk and resilience for startups, SMEs, and different industries on a more detailed level using empirical data. This study’s findings have important implications for researchers and practitioners and guide the development of effective SC resilience strategies for different types of firms.

Describes the need for business continuity planning and explains the strategic importance of protecting critical business functions from disruption. Outlines the evolution of the disaster recovery industry, from simple provision of alternative mainframe computers to relocation of key personnel with restoration of sophisticated data/voice networks. Explains the essential phases of continuity plan creation and maintenance. Defines work area recovery planning and describes a model solution. Substantiates the work area thesis with an overview of the contingency arrangements of a key international division of a major bank. Includes findings of and conclusions from an independently conducted survey of over 100 UK organizations interviewed on their current business continuity arrangements.

In this chapter, we examine two theorized approaches to entrepreneurial activity: experiential versus prediction based strategies. We empirically assess the comparative performance of several commonly recommended approaches – researching customer needs, researching the competitive landscape, writing a business plan, conceptually adapting the business plan or experimentally adapting the primary business activity. We found that the majority of nascent entrepreneurs began with a business plan, but only about a third adapted their plan in later stages. We also found that talking with customers and examining the competitive landscape were normative activities. Those who started a plan were more likely to create a venture, although the effects much stronger for those who changed their plan later on, as well as for those who researched customer needs.

Our results show that the selection of these activities is both ubiquitous and driven by pre-start-up experience and new venture characteristics. The activities themselves do not robustly link with successful new venture foundation. Hence, pre-start-up experiences, venture characteristics, and the institutional environment are more important in explaining successful performance than recommended activities. Implications for research, practice, and pedagogy are discussed.

The prevalence of crises is a real phenomenon that demands proper planning and implementation of measures to preempt and curb its consequences on both national economies and business operations. Crisis is one of the concepts that cannot be overlooked, pervasive in nature, and does not necessarily denote negativity. Crisis is no longer an unusual, arbitrary, or minor characteristic of today's business environment. As far as the business environment continues to be volatile and unpredictable, it is unlikely that business organizations would be free from crises. Crises are noted to be a vital part of a business context and can serve as an avenue for positive change and creativity if the right tools and techniques are employed to properly manage them. On the other hand, crises can jeopardize the continued existence of the organization and obstruct the achievement of its goals. Thus, the debilitating ramifications of crises on business growth, survival and overall success calls for adoption of sustainable crisis management approaches in this new business world order that is framed by Industry 5.0, digitalization, and green business practices. The primary purpose of this article is to establish how modern crisis management methods could lead to sustainable organizational development. The current study departs from existing studies in the literature by systematically presenting methods to anticipate, solve, and transform business crises into advantage. The chapter also throws light on how organizations should manage business crises that may well be accelerated by Industry 5.0 and its components; digitalization and sustainable development.