Purpose – This paper seeks to explain how negotiation simulation exercises can be used to develop management insights and theory in the areas of business continuity and international security.
Design/methodology/approach – An extended multi-cultural communication model for disaster and emergency management simulation exercises and a nine-stage international security negotiation simulation exercise are outlined.
Findings – The critical friendship group approach and the case study research approach can be used to provide insights into business continuity planning. Complex simulation exercises, underpinned by scenario planning, are useful with respect to providing training and educational support vis-à-vis crisis/disaster/emergency planning. A more focused approach to teaching the subject of negotiation, which takes into account the business-international relations dimension and security in particular, will enable business and management students to link more firmly real world events with company-government relations. This will contribute to the development of management theory and ensure that business continuity managers, employed by private sector and public sector organisations, utilise more fully simulation exercises than is the case at present.
Research limitations/implications – Research needs to be undertaken into how academics and practitioners can work together in order to develop management simulation models that are methodologically different from those that exist at present, and which facilitate the theory building process.
Practical implications – By working closely with simulation designers, academics will be able to produce interdisciplinary/multidisciplinary crisis/disaster/emergency simulation exercises.
Originality/value – A nine-stage negotiation simulation exercise is outlined which will allow management/business studies students to place business continuity planning within an international security context.