Browsing by Author "Herbane, B."

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    Business continuity management: a crisis management approach.
    (Routledge, 2009) Elliott, D.; Swartz, E.; Herbane, B.
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    Business continuity management: a test of continuity between economic sectors.
    (Perpetuity Press, 2000) Elliott, D.; Herbane, B.; Swartz, E.
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    Business continuity management: time for a strategic role?
    (Elsevier Science, 2004) Herbane, B.; Elliott, D.; Swartz, E.
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    Contingency and continua: achieving excellence through business continuity planning.
    (Jai Press Inc., 1997) Herbane, B.; Elliott, D.; Swartz, E.
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    Exploring Crisis Management in UK Small and Medium-sized Enterprises
    (Blackwell Publishing Ltd, 2013) Herbane, B.
    Despite a long-established crisis management literature that focuses on large enterprises, crisis management planning in the context of small- and medium-sized enterprises (SMEs) is less extensively researched. Using data collected from 215 SMEs in the United Kingdom, this paper explores the perceptions and experiences of SMEs' managing directors in relation to crisis management planning. Furthermore, the paper examines differences in perceptions between planning and non-planning SMEs. Analysis reveals six factors that correspond to resilience through planning, financial impact, operational crisis management, the perfect storm, the aftermath of survival and atrophy. Results indicate how the experience of crisis and the type of crisis of type encountered affect managers' assessment of whether planning can be used to address crisis prevention and lower impact.
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    Greater than the sum of its parts: business continuity management in the UK finance sector.
    (Perpetuity Press, 2003) Swartz, E.; Elliott, D.; Herbane, B.
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    Just waiting for the next big bang: business continuity planning in the UK finance sector.
    (Carfax, 1999) Elliott, D.; Swartz, E.; Herbane, B.
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    Learning to cope with resource constraints and uncertainty: entrepreneurs practising purposefully.
    (2012 Conference for Organisational Learning, Knowledge and Capabilities (OLKC), 2012-04-27) Herbane, B.; Macpherson, Allan; Jones, Oswald
    In this paper, we argue that by dealing with resource constraints when facing situations of uncertainty, entrepreneurs engage in a number of activities to manage the ambiguity they face. In other words, we explore how entrepreneurs respond when learning in crisis mode and how they manage to recover or deal with constrained contexts they face. We report our findings from the analysis of significant learning episodes in 23 SMEs. Our contribution is to identify purposeful practices through which the entrepreneurs enlarge their potential solution space. They do this by gradual accretion of capability, thereby expanding the repertoire of potential action. By accretion in this context, we refer to the grafting and borrowing of capabilities into the firm’s action frame dependent on proximities, salience and relationships.
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    Locational Contiguity and Business Continuity: Perceived Organizational Resilience of Small- and Medium-Sized Enterprises in U.K. Business Parks
    (Sage, 2020-06) Herbane, B.
    As the ability to respond and adapt to crises, we conceptualize and examine organizational resilience through four components (active, temporal, posture, and performance). This multidimensional view of resilience combines the perceptions of senior managers and other indicators including the presence and nature of formal business continuity management. This study examines whether relationships with neighboring firms in a business park substitute wider network relationships. Relationships between locational attributes (locational contiguity within a business park), entrepreneurs’ social networks, and the perceived resilience of small- and medium-sized enterprises (SMEs) in the United Kingdom are examined using data collected from 268 SMEs. Locational attributes are positively associated with organizational resilience (in both aggregated and constituent forms) while revealing an inverse relationship between social networks and perceived resilience. Importantly, the study contributes to a place-based view of resilience to explain why the impact of social networks differs from the positive associations that are found in prior theoretical and empirical work.
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    Marketing in English professional football clubs.
    (De Montfort University, 2000) Hudson, David; Herbane, B.
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    Out of sight, out of mind: the limitations of traditional information systems planning.
    (MCB University Press, 1995) Swartz, E.; Elliott, D.; Herbane, B.
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    Resources, autonomy and strategy : perceptions of competitive advantage in the UK automotive components industry.
    (De Montfort University, 2001) Herbane, B.
    Theory building in strategic management has traditionally suffered from strong demarcation lines. The case of the resource-based view of firm (RBV) which has emerged as an alternative approach to industry-based explanations of how organisations develop and sustain competitive advantage, particularly demonstrates this divide. Since then, these alternative views of competitive advantage have often been portrayed as mutually exclusive antagonists. This study sets out to examine the perceptions of strategic managers in the UK automotive components industry in relation to these two competing schools of thought which advocate advantage through resources (RBV) or advantage through residence (industry approaches). This industry has been chosen due to the clear potential for industry structure and internal competencies to influence competitive advantage. Using quantitative techniques, data from senior managers is analysed in order to establish the extent to which the views of industry practitioners converge or diverge with the theoretical or anecdotal offerings of the strategy literature. The findings of this thesis suggest that a complex hybrid of perceptions tends to prevail among respondents from the industry. This can be attributed to historical, operational and supply chain factors. Furthermore, the study finds that the lexicon of competitive advantage and the priorities of resources advocated in the literature are not shared by strategists in the industry. Accordingly, the study finds, strategic management theory in relation to the resource-based view requires further research using the methodology developed in this thesis as a foundation.
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    Rethinking Organizational Resilience and Strategic Renewal in SMEs
    (2018-11-16) Herbane, B.
    Building on work that associates organizational resilience with crisis recovery and strategic renewal, I examine how small and medium- sized enterprises (SMEs) vary in the formalisation of activities intended to achieve strategic growth and activities to enhance resilience against acute operational interruptions. Drawing on data from 265 SMEs in the United Kingdom, the main argument of this paper is that variations in formalisation activities reflect differences in firm location, personal networks, the influence of external crisis events, and entrepreneurs’ attitudes towards the prevention of crises. The resulting typology identifies four clusters: Attentive Interventionists, Light Planners, Rooted Strategists and Reliant Neighbours. These findings contrast with prior theorizations of firms as either resilient or vulnerable and further illuminate our understanding of SME resilience and how this is shaped by historical, developmental and strategic factors. The study further develops associations between resilience and social capital, examines how locational choices generate a proximity premium, and develops a growth-survival-maturity perspective on SME resilience. Data reveals an interplay between an ensemble of entrepreneurial activities and decisions about planning, networks, learning, and location. Thus, the study offers a rethinking of prior theorizations about organizational resilience and strategic renewal
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    Strategic management: an active learning approach (Open learning foundation).
    (Wiley Blackwell, 2001) Herbane, B.; Rouse, M. J.
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    The Structuring Activities of Boundary Objects
    (Orgnaizational Learning, Knowledge and Capabilities Conference, 2017-03-28) Thompson, Ed; Herbane, B.; Macpherson, Allan
    Boundary objects (Star and Griesemer, 1989) are non-human actors or artefacts that can coordinate collaborative activity across social worlds. Unlike human actors, who have intentionality, this coordinating role occurs as the object is embedded in the network of actors and they influence or shape interactions and meanings between human actors. While existing research has investigated, and demonstrated, the success of objects facilitating collaboration within (epistemic objects, Knorr Cetina, 1999) and across (boundary objects, Star and Griesemer, 1989) groups, it has hitherto been unable to explain how such objects come into being (Nicolini et al, 2012); the focus has been on the role of objects in assembling networks of actors, rather than the roles of networks of actors in assembling specific objects (Knights and McCabe, 2016). Moreover, primarily research on such boundary objects has been in stable environments, where day-today activity is predictable and ordered. This article makes use of Actor-Network Theory (ANT) as a means of understanding boundary object formation, ontology and transience. Specifically, this paper addresses how boundary objects come into being, how they hold together the actor network, and how they are affected by changes in context.