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The silent assassin: Business demand changes following disaster

Author

Listed:
  • Sampson, Kaylene
  • Hatton, Tracy

    (Resilient Organisations Ltd, New Zealand)

  • Brown, Charlotte

    (Resilient Organisations Ltd, New Zealand)

Abstract

This paper examines the impact of business demand changes on organisational recovery within the post-disaster context. Drawing on data gathered from organisations five years after the Canterbury 2010/11 earthquakes, the paper details a number of patterns of demand for goods and services and the subsequent ability of organisations to meet such demand. It is argued that business continuity planners should not underestimate the effects of interrupted demand chains as part of risk mapping. Proactive movement towards resilience thinking, that specifically includes engagement with the management of demand, will potentially lead to better organisational recovery outcomes.

Suggested Citation

  • Sampson, Kaylene & Hatton, Tracy & Brown, Charlotte, 2018. "The silent assassin: Business demand changes following disaster," Journal of Business Continuity & Emergency Planning, Henry Stewart Publications, vol. 12(1), pages 79-93, September.
    • Handle: RePEc:aza:jbcep0:y:2018:v:12:i:1:p:79-93
    as

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    More about this item

    Keywords

    business demand changes; organisational recovery; business resilience; business continuity planning; disaster recovery;
    All these keywords.

    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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