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The adverse interactions between disruptions can increase the supply chain's vulnerability. Accordingly, establishing supply chain resilience to deal with disruptions and employing business continuity planning to preserve risk management achievements is of considerable importance. The aforementioned idea is discussed in this study.

This study proposes a multi-objective optimization model for employing business continuity management and organizational resilience in a supply chain for responding to multiple interrelated disruptions. The improved augmented e-constraint and the scenario-based robust optimization methods are adopted for multi-objective programming and dealing with uncertainty, respectively. A case study of the automotive battery manufacturing industry is also considered to ensure real-world conformity of the model.

The results indicate that interactions between disruptions remarkably increase the supply chain's vulnerability. Choosing a higher fortification level for the supply chain and foreign suppliers reduces disruption impacts on resources and improves the supply chain's resilience and business continuity. Facilities dispersion, fortification of facilities, lateral transshipment, order deferral policy, dynamic capacity planning and direct transportation of products to markets are the most efficient resilience strategies in the under-study industry.

Applying resource allocation planning and portfolio selection to adopt preventive and reactive resilience strategies simultaneously to manage multiple interrelated disruptions in a real-world automotive battery manufacturing industry, maintaining the long-term achievements of supply chain resilience using business continuity management and dynamic capacity planning are the main contributions of the presented paper.

The study is an attempt to provide empirical evidence, in the context of acute hospital care, of the current human resource practices in the health sector of the Slovak Republic. Using a sample of 72 acute care hospitals the research explored the perceived functions, typical customers and priorities of hospital human resource departments, ownership of a workforce plan, and the relationships between ownership of a workforce plan and type of hospital, as well as the degree to which different human resource activities are given priority. Cross‐tabulation procedure revealed statistically significant relationships between ownership of a workforce plan and the degree of priority given to having a quick, efficient and cost‐effective recruitment and selection system and, not surprisingly, the degree of priority given to ensuring that the human resource department has a workforce plan. The study evidence also indicates that, although the human resource staff in hospitals seem to be aware of their role in assisting hospital management in decision making, the human resource function in the Slovak hospitals still rather resembles that of a personnel administration than that of an important strategic human resource activity.

This paper explores the comprehensiveness of management accountants’ planning and the resource consumption associated with it in Chinese small enterprises (SEs).

The methodology involves correlation and regression analyses of online survey responses.

The study findings are as follows: planning comprehensiveness and the resource consumption associated with it vary greatly across Chinese SEs; there is a trade-off between these two aspects of planning; and provision of linkages within and across plan types, employment of valuation analytics and the use of future-oriented techniques and tools, as well as joint venturing with a foreign partner explain roughly three-quarters of the observed differences in planning behavior.

With no readily accessible source to ensure random selection of the units of analysis, this study relies on a convenience sample. Participants’ survey responses may contain a residual element of key informant bias.

This study uses primary data exclusively. It demonstrates a general trade-off between the comprehensiveness of management accountants’ planning and the associated resource consumption in Chinese SEs. Its novelty also derives from an approach that explains intercompany differences in the observed behavior via variables heretofore seldom used in empirical research.

“Corporate planning” is the term which, perhaps more than any other, epitomises the adoption of business management techniques by the public sector. In Britain, with massive local government reorganisation in 1974, many librarians were forced to come to terms with such techniques whether they liked it or not. Of course, in its purest sense corporate planning applies to the combined operation of an entire organisation be it local authority, university, government department or industrial firm. However, in this paper I do not intend discussing “the grand design” whereby the library is merely a component part of a greater body. Rather, it is my intention to view the library as the corporate body. It is a perfectly possible and very useful exercise to apply the principles of corporate planning, and the management techniques involved, to the running of a library or group of libraries. Indeed, many librarians have already done this either independently or as their part in the corporate plan of their parent organisation.

Recognising that strategic planning decisions hold important implications for the personnel function, practitioners, consultants and academics have begun to look for a way to relate the personnel function more closely to the strategic management of the business. One solution which has attracted a great deal of attention is the concept of strategic human resources planning.

A systems perspective of waste management allows an integrated approach not only to the five basic functional elements of waste management itself (generation, reduction, collection, recycling, disposal), but to the problems arising at the interfaces with the management of energy, nature conservation, environmental protection, economic factors like unemployment and productivity, etc. This monograph separately describes present practices and the problems to be solved in each of the functional areas of waste management and at the important interfaces. Strategies for more efficient control are then proposed from a systems perspective. Systematic and objective means of solving problems become possible leading to optimal management and a positive contribution to economic development, not least through resource conservation. India is the particular context within which waste generation and management are discussed. In considering waste disposal techniques, special attention is given to sewage and radioactive wastes.

The research presented here contributes to our understanding of strategic planning and its relationship to performance in nonprofit organizations. Based on a sample of 303 nonprofit organizations, the study emphasizes individual and diverse elements of the planning process. Multiple measures of performance highlight a nonprofits need to garner resource contributions from several constituencies. Using factor analysis and canonical correlation analysis, we find a positive association between scope of planning and executive satisfaction and a negative association between administrative informality and volunteer involvement. Our results suggest that two critical resource contributors, executive directors and donors, may not value formalized decision-making and planning to the extent previously assumed.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Suggests that many managers are unaware of what is involved in human resource planning. Presents a working framework for human resource strategy that can easily be followed: analysing the environment, developing company objectives, analysing human resources, forecasting human resource needs, developing human resource objectives, developing human resource strategies, and analysing the effect of human resource strategies. Concludes that companies cannot be successful if planning neglects the people that work for them.

Leadership development practices develop future leaders for the organizations which are evidence for the proper utilization of organizational resources. The purpose of this paper is to integrate succession planning into the job demands–resources (JD–R) model to predict individual performance.

In total, 239 participants were drawn from commercial banks located in a large city of Pakistan through a structured questionnaire. The proposed model was tested through structural equation modeling.

The results from 239 participants suggest that succession planning has a direct and indirect effect on engagement and employee performance through the JD–R model. Furthermore, job resources and engagement mediate the association between succession planning and employee performance.

The present study employed a cross-sectional approach, and all constructs were answered on a self-report questionnaire. Thus, the findings should be validated through a longitudinal design by employing a more objective construct.

The banks should adopt proactive succession system to improve individual and organizational performance. Succession planning helps the banks to reduce recruitment cost and promote internal hiring. This study supports the managerial decisions making by mobilizing skilled and talented employees in the sudden resignation of a bank employee.

Succession planning seems an important development factor that directly improves employees’ well-being through the JD–R model.

The present study demonstrates the integration of the JD–R model into succession planning.