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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.

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.

This study aims to evaluate the practical suitability of the frameworks of Tillema and Dixon et al. for assessing the scope of information systems (IS). The study also investigates whether these frameworks help determine an appropriate scope for a new IS before implementation.

This study utilizes both qualitative and quantitative data from a case company. The company is a middle‐sized Finnish international technology company with about 1,000 employees.

Both frameworks are useful in assessing scope. The integrated contingency framework (ICF) by Tillema lacks detailed suggestions of how to design an IS. The performance measurement questionnaire (PMQ) by Dixon et al. makes it possible to determine detailed information requirements in addition to an appropriate scope.

The study has the general case study limitations.

Companies should utilize both ICF and PMQ frameworks when implementing IS. ICF allows determination of the general scope of IS whereas PMQ enables investigation of the specific measures of IS.

Earlier IS scope contingency theory studies used few contingency factors, and were primarily quantitative and so did not provide useful frameworks for determining scope in practice. ICF and PMQ are exceptions but their usability in determining the appropriate IS scope is not evaluated in earlier studies. This study also combines both quantitative and qualitative approaches; which has been a limitation of earlier studies.

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.

Developments in information and communications technology have allowed many organisations to implement systems that directly link to customers and suppliers. In a number of instances this has allowed them to gain a competitive advantage over their business rivals. The changeover to a new information system should appear seamless to the customer. The general public should not be disadvantaged by the implementation of a new system in the public sector. The tight coupling of systems, especially with customers, puts extra responsibility on information system developers to try and ensure a smooth transition from the old to the new system. Failure to do this may result in the customer being unfairly penalised and may result in subsequent loss of business. This paper attempts to show that there are many areas of potential risk within the process of information system development (ISD) and these need to be carefully analysed and managed. It also reveals that certain popular risk management methodologies do not reflect the risk elements identified within the ISD process.

Multiview was defined in 1985 and has been since refined to become an influential approach to information systems development. It has soft and hard aspects and, as a contingency approach, is not prescriptive but adapted to the particular situation in the organization and the application. Observations and reflections on Multiview in action over the last ten years together with more recent literature based on, for example, holism, emergence, multi‐causality, ethical analysis and technology foresight, form the basis for a new definition of Multiview. Changes in the domain of information systems are also taken into account. Away from centralized technology, long lead times and hierarchical organizations, towards networks, new organizational forms, business processes, informational products and services, and the removal of time and space constraints on human activity. This paper underlines the need for IS researchers to learn about methodologies as they are used in practice (rather than as described in text books) and for methodologies to evolve in response to changes in the domain in which they are applied.

Late last year, the New York Stock Exchange (“NYSE”) and the National Association of Securities Dealers (“NASD”) proposed rule changes designed to strengthen the requirements relating to supervision and internal controls. Through these rule proposals, the NASD and NYSE appear to be emphasizing the need for brokerage firms to have in place internal controls separate and distinct from supervisory systems. In speeches, the staff of the U.S. Securities and Exchange Commission (“SEC”) also has emphasized that internal controls are integral to a brokerage firm’s operations. But, where did the concepts of “supervision” and “internal controls” come from? How has the concept of “internal controls” evolved in the brokerage industry? Do the NYSE and NASD proposals change the substantive supervisory obligations of broker‐dealers? What steps can brokerage firms take now to prepare for, and respond to, regulatory scrutiny of their systems for supervision and internal controls? This article explores these issues.

The purpose of this paper is to examine the use of a strategic approach (contingency planning) to minimize risk exposure to a supply chain disruption. Specifically, the relationship between several attributes of a contingency planning process and flexibility are examined.

This effort develops a model that will provide both researchers and practitioners a means of determining the attributes with the highest relationship to flexibility. The model is then tested using multiple regression techniques.

Based on the sample used in this survey, top management support, resource alignment, information technology usage, and external collaboration provide the largest contributions to flexibility. Flexibility has been shown to enhance the ability to minimize risk exposure in the event of a supply chain disruption.

In this research effort, the multiple regression results produced an R² of 0.45, indicating that additional variables of interest may need to be identified and investigated. Furthermore, a wider range of respondents could make the results more generalizable.

This effort will help to allow managers at multiple levels to understand the primary planning attributes to use to increase flexibility.

The paper develops a model that can be used to identify the specific areas that can lead to improved flexibility. Based on the model, managers, and planners can develop appropriate strategies for minimizing risk exposure in the event of a supply chain disruption.

In the new millennium, organisations are going through rapid changes and the role of strategic management is challenged. When the organisation is threatened by environmental changes such as crises or competition as a result of information technology development or increased customer demands, the need for communication increases. During high change situations, when the publics of the organisation become involved in the change issues, they actively seek information about the issues. If the organisation could utilise communication management more effectively and in a twoway, participative way, they would build more positive relationships with the publics involved and reorganise themselves out of disorder. Strategic planning will become even more important, but will have to change to a contingency approach and emphasise flexibility and relationship building. This paper looks at organisational processes during change and how they can be managed by communication. Implications are drawn from chaos, postmodern and complexity theory as well as the contingency view of communication. The authors create a framework for scanning and analysing processes and settings, and suggest an alternative strategic, symmetrical and ethical communication approach to respond to problems. They present a new paradigm that emerges as a response to polarisation and treats communication as more receiver‐centred, stakeholder‐based, relationship‐building‐oriented and of strategic importance. This paper lays a foundation for an alternative perspective to the central problems of the communication discipline against the background of new emerging multidisciplinary approaches.

As information systems (IS) become indispensable, EDP disaster recovery has to become an essential IS function. In this paper, after discussing the criticality of sound planning for information systems disaster recovery in banks, the approach to contingency planning adopted by Banca Commerciale Italiana, one of the largest banks of Italy, is presented. The most crucial point of the whole decision‐making process was the selection of the most reliable layout configuration. Hence, the steps and the simulation methodology followed to such a purpose are illustrated. Finally the benefits and pitfalls of the solution adopted in Banca Commerciale Italiana are discussed.