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Abstract

Details

Corporate Financial Distress
Type: Book
ISBN: 978-1-83982-981-9

Article
Publication date: 25 May 2021

Ihab Hanna Sawalha

There is a noticeable confusion in the literature between Business Continuity Planning (BCP) and Disaster Recovery Planning (DRP). The two expressions are very often used…

1143

Abstract

Purpose

There is a noticeable confusion in the literature between Business Continuity Planning (BCP) and Disaster Recovery Planning (DRP). The two expressions are very often used interchangeably especially when it comes to their application. In this paper, the differences between business continuity and disaster recovery are discussed. The disaster management cycle is also addressed in order to highlight the importance of having plans before, during and after the occurrence of an incident.

Design/methodology/approach

A review of the extant literature on business continuity and disaster recovery was made. A number of different views were then presented in order to provide a better understanding of the two concepts and their potential overlap/connection. The literature review was conducted in 2020 using a variety of academic resources ranging from journal articles to text books and credible Internet websites. Relevant journal articles were obtained from two primary databases: Emerald Insight and EBSCOhost. Keywords, such as DRP, continuity, disruption and BCP, were mainly used to facilitate the search for these resources and other related material.

Findings

Reviewing the literature revealed that BCP and DRP are not the same. Yet, they are used interchangeably very often in the literature. This indicates a possible relationship/overlap between the two. The relationship between BCP and DRP can be viewed from a variety of perspectives, which altogether provide a better understanding of their purposes and application.

Practical implications

On top of the need to differentiate between business continuity and disaster recovery, the widespread impact of the current COVID-19 crisis, especially on businesses and supply chains, has unfolded the necessity to deal with business disruptions in all their forms and the significance of quick and effective recovery. This research clarifies the purpose of BCP and the purpose of DRP and their role in combating impacts of disruptive incidents on businesses and organizations.

Originality/value

BCP and DRP are discussed extensively in the literature. Yet, few studies attempted to address the precise functions of the two resulting in an obvious confusion between their meaning and purpose which subsequently reduced the uniqueness of their application and the uniqueness of the application of each. Only a small minority of practitioners and academics recognise the precise differences between the two. This study aims at clarifying this misconception to a wider set of readers and interested parties.

Details

International Journal of Emergency Services, vol. 10 no. 3
Type: Research Article
ISSN: 2047-0894

Keywords

Article
Publication date: 29 March 2011

Elizabeth Ann Dietch and Christy M. Corey

This study is an empirical examination of the ongoing recovery efforts of surviving businesses in the greater New Orleans area four years after Hurricane Katrina. Factors thought…

886

Abstract

Purpose

This study is an empirical examination of the ongoing recovery efforts of surviving businesses in the greater New Orleans area four years after Hurricane Katrina. Factors thought to contribute to long‐term recovery were examined including internal factors (e.g. organizational size), population‐related issues (e.g. loss of customer base), and macro variables (e.g. neighborhood recovery). Problems with population issues were expected to be a primary cause of slow business recovery. The paper aims to discuss these issues.

Design/methodology/approach

Managers from 186 businesses in the New Orleans area participated in the study by completing a survey. Eligible business needed to exist before Hurricane Katrina and still be operating at the time of data collection which occurred in Spring 2009.

Findings

Results from analysis of variance indicated that managers from organizations performing worse compared to pre‐Katrina levels reported significantly greater problems across the internal, population‐related and macro variables. In regression analysis, only three factors within the population and macro variable areas were significant predictors of organizational performance. As expected, organizational performance was strongly predicted by population‐related issues, especially the loss of customers.

Research limitations/implications

One limitation concerns the cross‐sectional design of the study which focused specifically on surviving businesses. The survivor bias in the data limits the generalizability of the results. Also, observations from businesses in the same neighborhood could be spatially dependent due to the systematic influence of external factors.

Originality/value

This study provides a rare investigation of long‐term business recovery, at the organizational level of analysis, in the wake of a disaster that resulted in one of the most extreme population dislocations in US history.

Details

Management Research Review, vol. 34 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 20 July 2021

Patricia Barnett-Quaicoo and Aminu Ahmadu

Business continuity and disaster recovery are directly associated frameworks which guarantee the continued operations of organisations after a disaster has occurred. Thus…

Abstract

Purpose

Business continuity and disaster recovery are directly associated frameworks which guarantee the continued operations of organisations after a disaster has occurred. Thus, researchers have continued to investigate best practices in this area. It is in this vein that the authors of this study seek to draw attention to what pertains in Ghana and what role the government can play to improve the situation. The purpose of this study is to explore some of the disasters which have been suffered by businesses in Ghana as well as the causes, effects and lessons learnt. The study will also look at business continuity and disaster recovery measures that could have been implemented in the examples provided.

Design/methodology/approach

The study follows a literature review approach by reviewing secondary data on both man-made and natural disasters that have affected Ghana in the past decade through the review of literature.

Findings

The comprehensive study of the selected disasters indicated the presence of business continuity and disaster recovery measures in some formal institutions; however, the informal sector appeared to have minimal provision for handling disasters.

Research limitations/implications

The authors were limited to the use of the account from the resources used since this study relied on secondary data.

Practical implications

The study indicates that businesses in Ghana must implement business continuity and disaster recovery plans to protect business operations in the event of a disaster.

Originality/value

The study has not been previously published in any other journal. Secondary data for carrying out the study were obtained from other publications including online media platforms in Ghana.

Details

Continuity & Resilience Review, vol. 3 no. 2
Type: Research Article
ISSN: 2516-7502

Keywords

Article
Publication date: 1 June 2010

Edward Kasabov and Alex J. Warlow

In the last ten years, businesses taking advantage of market deregulation, call‐centre, intranet and internet technology have broken traditional marketing norms and path‐dependent…

5021

Abstract

Purpose

In the last ten years, businesses taking advantage of market deregulation, call‐centre, intranet and internet technology have broken traditional marketing norms and path‐dependent customer management practices. These businesses offer substantially lower prices and good customer service. In spite of anecdotal evidence of the high level of service complaints in the press, these businesses are expanding rapidly by growing the market and by taking share from traditional suppliers. Service failure recovery and complaint management are two areas which are extensively re‐designed by such businesses. This paper aims to identify and examine such new practices. The authors suggest that the traditional “customer‐centricity” model is being replaced by a “customer‐compliance business model” (CCBM) of service provision. This new model and its propositions defy conventional thinking in the areas of service recovery and complaint management.

Design/methodology/approach

Available data and research are reviewed, in an attempt to understand CCBM. Differences with the customer‐centricity model are discussed.

Findings

CCBM cannot be explained adequately by current assumptions in marketing. It breaks commonplace marketing expectations about service failure and recovery.

Research limitations/implications

The emphasis is on explaining innovations in service recovery and complaint management.

Practical implications

Companies which operate the CCBM model are of growing importance to developed, service‐oriented economies. The paper builds on evidence to show how CCBM businesses have abandoned or minimised costly customer centricity and have broken past norms and conventional marketing thinking and practice.

Originality/value

The scarcity of research in this area is explained by the recent, rapid evolution of these new model businesses. The study reveals and makes sense of important trends in service provision, distinct from and incompatible with normative arguments in some academic writings that advocate service recovery excellence.

Details

European Journal of Marketing, vol. 44 no. 6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 11 January 2021

Bengü Sevil Oflaç, Ursula Y. Sullivan and Zeynep Kaya Aslan

This paper aims to examine the relationships between locus of attribution, recovery justice perceptions, recovery satisfaction and repurchase intention after a B2B service failure.

Abstract

Purpose

This paper aims to examine the relationships between locus of attribution, recovery justice perceptions, recovery satisfaction and repurchase intention after a B2B service failure.

Design/methodology/approach

Structural equation modeling was used to analyze 300 customer surveys from hospitality businesses. The connections between the selected variables were explored through path analysis using AMOS 24.

Findings

Based on the results, the more that business customers blame their wholesalers after a service failure, the less they perceive the procedures in the recovery process as fair. Findings also indicate that in the recovery process, interactional connections through fair treatment and inclusion of customer opinions are important to achieve high recovery satisfaction levels. Moreover, if business customers perceive the monetary compensation provided as fair, their recovery satisfaction increases, and recovery satisfaction then helps to retain these business customers after a service failure.

Research limitations/implications

Starting from the locus of blame, this study highlights the after-failure calculation that business customers make in considering their recovery justice perceptions and the resulting satisfaction level.

Practical implications

The findings have relevance for B2B relationships. This study provides practical processes for failure and recovery management in B2B settings, especially for wholesale providers who function as resellers rather than as manufacturers.

Originality/value

The contributions from this study are largely due to examining B2B service failure and recovery as a process that starts at the pre-recovery stage with the locus of attribution followed by recovery justice perceptions. Whereas other studies have focused more on justice perceptions, the authors go back a step in the recovery process to better understand the antecedents of repurchase intention in B2B transactions.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 24 September 2021

Deirdre Mary Fleming, Jaana Tähtinen and Felicity Kelliher

This paper aims to develop a process model of business-to-business (B2B) relationship recovery after a transgression has placed the future of the relationship in doubt. The…

Abstract

Purpose

This paper aims to develop a process model of business-to-business (B2B) relationship recovery after a transgression has placed the future of the relationship in doubt. The research questions ask, How are relationships recovered? and How does the relationship strength pre-transgression influence the recovery process?

Design/methodology/approach

The process model is empirically grounded with first-hand narratives of owner managers (OMs) and key personnel of Irish small and medium-sized enterprises (SMEs). Using the critical incident technique, 25 owner and manager interviews in 23 SMEs resulted in 48 recovery narratives.

Findings

The findings identify four types of outcomes flowing from two potential recovery process paths. The strength of the relationship pre-transgression and the desire to maintain the relationship influence the parties’ actions during the recovery process and the status of the relationship subsequently.

Research limitations/implications

The authors acknowledge that each narrative in the data are the informants’ construction of the phenomenon. The B2B relationship recovery process model offers OMs and SMEs a blueprint of what to expect, and how they might reach for recovery instead of the relationship ending.

Originality/value

Prior studies either treat recovery as a minor part of an ending process or focus on a single sub-process, leaving the overall process under-researched. This study contributes to the B2B relationship dynamics discussion with a processual view of the overall recovery process, including recovery sub-processes, paths and temporal outcomes in different types of relationships and takes into account the pre-transgression relationship.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 24 May 2013

María Leticia Santos‐Vijande, Ana María Díaz‐Martín, Leticia Suárez‐Álvarez and Ana Belén del Río‐Lanza

Appropriate management of service failures involves a complex organizational response that allows an effective internal and external recovery, learn from mistakes and introduce…

1857

Abstract

Purpose

Appropriate management of service failures involves a complex organizational response that allows an effective internal and external recovery, learn from mistakes and introduce future service innovations. Empirical evidence on the organizational recovery practices more suitable to achieve these objectives, leading to superior performance, is limited. The present work seeks to extend the existing literature by identifying the potential dimensions that constitute an integrated service recovery system (ISRS), introducing a strategic, proactive and relational approach to service failure and recovery management, and by proposing a causal model linking the ISRS with performance.

Design/methodology/approach

The ISRS dimensions and their attributes are derived from an extensive literature review and suggestions from academics and business experts. Structural equations modeling is used to test a model linking the ISRS (conceptualized as a second order construct), with client, employee and business performance indicators, using data from a Spanish sample of 151 Knowledge‐Intensive Business Services (KIBS).

Findings

Results confirm that the firms' ability to approach service recovery from a strategic, proactive and relational perspective allows improving performance among clients and employees, that is, the external and internal recovery to occur, which leads to a superior competitive performance.

Practical implications

The ISRS scale can provide managers with a diagnostic tool to analyze their recovery practices and to further improve their competitiveness in the long term.

Originality/value

The need to assess the integrative nature of effective service recovery systems has been claimed theoretically. An empirical study showing the link between comprehensive service recovery practices and performance was lacking.

Details

European Journal of Marketing, vol. 47 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 22 September 2021

Saji Thazhungal Govindan Nair

The novel coronavirus (COVID-19) leaves Indian business teetering on the edge of survival. This paper aims to set out to assess the impact of the pandemic shocks on the small and…

Abstract

Purpose

The novel coronavirus (COVID-19) leaves Indian business teetering on the edge of survival. This paper aims to set out to assess the impact of the pandemic shocks on the small and medium business segments in India. The research also explores the strategies that potentially take the segments back to recovery and growth.

Design/methodology/approach

The findings draw on the perspectives of academic and business people, and the authors use linear and nonlinear regression modelling under three recovery scenarios to support our arguments.

Findings

Evidence suggests that the shocks to business are manifold and the severity of most of the issues will aggravate as the recovery prolongs.

Practical implications

The paper explains the rationale of realistic strategies and compares its effects across potent recoveries. The findings are useful for both academics and business and relates to the strategic decisions that would be taken by small and medium enterprises to expedite recovery from the crisis.

Originality/value

The research is unique in surveying the academics and entrepreneurs about the impact of COVID-19 on Indian business.

Details

foresight, vol. 24 no. 3/4
Type: Research Article
ISSN: 1463-6689

Keywords

Article
Publication date: 5 September 2016

Ying Fan and Run Hong Niu

The purpose of this paper is to explore influencing factors that affect the effectiveness of service recovery strategies using social network from operations management…

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Abstract

Purpose

The purpose of this paper is to explore influencing factors that affect the effectiveness of service recovery strategies using social network from operations management perspective. Specifically, the authors study the relationships between social media agent responses to customer complaints, customer emotion changes and customer satisfaction. Furthermore, the authors investigate the roles of recovery speed and failure severity in the service recovery process using social network platform.

Design/methodology/approach

The results are based on 347 mini cases drawn from the Twitter accounts of a sample of airlines. Grounded theory approach is used to conduct qualitative analysis using NVivo 9, a qualitative data analysis program. A conceptual framework was developed, then tested using χ2 analysis.

Findings

Agent responses that do not require customers to take further initiatives for problem solving have positive effects on customer emotion alleviation and satisfaction. In contrast, responses that provide further directions poses negative effect on service recovery outcomes. There is a strong positive linkage between customer emotion change and customer satisfaction. Surprisingly, the direct effect of recovery speed on customer emotion and satisfaction is not supported by the data. Rather, it plays a moderating role in affecting the relationship between agent responses and customer satisfaction. The qualitative data further reveals the pivotal role of failure severity, one of key service failure attributes.

Research limitations/implications

The authors study service businessesrecovery strategies using social media. A conceptual framework is developed to link agent responses, customer emotion changes and customer satisfaction from the lens of service providers, using an operations-oriented approach. Finding on recovery speed and failure severity reveal that these variables play different roles when service recovery is operated on social media platform as compared to traditional channels. Additionally, relying on tweets as data sources has constrained us from assessing other long-term service recovery outcomes such as loyalty, repurchase intent and word of mouth. The drawback is resulted from the limited information conveyed through tweets, which tends to be short and brief. The study focusses on the airline industry, which limits the generalizability of the findings to other service industries.

Practical implications

The authors highlight the value and potential of service recovery strategies using social network and provide insights for recovery operations where agent responses should be focussing on real time problem solving. The findings support the benefits of empowering social network agents for service recovery operations. Improving recovery speed should be less of a priority as it serves as a qualifier when service recovery is operated via social network. Given the pivotal role of failure severity, it is critical for social network agents to stand in the shoes of the complaining customers, making imminent assessment of the actual failure severity and taking action accordingly in real time. In the meantime, effective communication through social network may help to lower perceived magnitude of failure by customers, which in turn enhance the effectiveness of other service recovery efforts.

Originality/value

This study is the first attempt to investigate the service recovery process using social media from an operations-oriented perspective. The results supports the potentials of employing service recovery strategies using social media.

Details

International Journal of Operations & Production Management, vol. 36 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

1 – 10 of over 33000