This article contends that investigating relationalities between business continuity management (BCM), staff behaviours, and bureaucratic resilience advances understandings of the survival of international organisations (IOs). Drawing on in-depth interviews, a global staff survey, and a discourse analysis of United Nations (UN) reports and applying a post-colonial feminist theoretical approach foregrounding care ethics to the study of IOs, the article examines how the UN Secretary-General’s Alternative Working Arrangements directive to close physical offices and open ‘virtual offices’ was implemented in the first 18 months of the Covid-19 pandemic. It is contended that BCM is necessary for IO survival, since if the IO bureaucracy is unable to be productive and maintain its spheres of influence during a crisis, it risks losing power and authority. Between March 2020 and August 2021, staff facilitated IO survival organically, from the bottom up, in four ways: demonstrating good performance and productivity; being adaptable and resilient; maintaining personal spheres of influence; and building communities of care within the UN. However, the UN’s neoliberal, technocratic approach to business continuity and bureaucratic resilience-building neglected staff care needs. Consequently, IO survival is predicated on staff performing as exploited gendered and racialised ‘neoliberal subjects’, revealing a chronic structural crisis rooted in the UN bureaucracy’s hierarchical composition and unequal employment regime.

Animal disease outbreaks can cause disruptions in domestic and international markets. Business continuity aims to provide a proactive approach to alleviate some of these negative effects on consumers, producers, and agribusinesses. Using a partial equilibrium model of the U.S. egg industry, the economic impacts of business continuity during an epidemiological simulated disease event are modeled. Results show total welfare losses can be reduced by allowing permitted movement during an outbreak given a specified level of biosecurity. Understanding the potential market responses business continuity can have on the market may lead to reductions in the negative implications of a disease event.

The purpose of this article is to give an overview of current understandings of the various roles of business actors in armed conflict. It traces the expanding discussion of business and conflict in today's civil wars, and the discussion's importance to humanitarian, human rights, corporate and peacebuilding policymakers. It shows how the humanitarian understanding of business roles in conflict has progressed beyond some simple and largely negative stereotypes about business in war to become more sophisticated. The article then looks at the significant diversity of business actors, which can determine their experience of armed conflict. It is suggested that there are six potential roles of business in armed conflict – that of victim, perpetrator, supplier, humanitarian actor, peacebuilder, and conflict preventer. Finally, the article recommends a range of ways to improve humanitarian policy so that humanitarian actors engage with business more actively and appropriately on law, business relief, and business continuity.