Business continuity of business models: Evaluating the resilience of business models for contingencies

Niemimaa, Marko; Järveläinen, Jonna; Heikkilä, Jukka

doi:10.1016/j.ijinfomgt.2019.04.010

Cited by 125 publications

(112 citation statements)

References 60 publications

Supporting

Mentioning

101

Contrasting

Unclassified

Order By: Relevance

“…Digitalization is also improving the sustainability of companies, enabling them to produce in a more environmentally friendly way [102]. Digital technologies increase the operational efficiency through the accessibility and collection of process data in real time, the management of energy and resource consumption and knowledge of the entire life cycle (design, manufacturing, distribution, maintenance and use) with the potential to eliminate discontinuities and inefficiencies [103].…”

Section: Digitalizationmentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

View full text Add to dashboard Cite

Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

show abstract

Section: Digitalizationmentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

View full text Add to dashboard Cite

show abstract

“…Whereas business continuity is generically aimed to preserve the value that an organization provides with current activities, with business model innovation the organization is deliberately altering the core elements of its model in an aim to develop a totally “new-to-business” model ( Bucherer et al, 2012 ; Heikkilä et al, 2018 ; Pohle & Chapman, 2006 ). The integration between business continuity and business model was recently advanced by Niemimaa et al (2019) , who pointed out that, whereas business continuity focuses on preserving current operations, a crisis could also be a source of new value. Recent research has also provided methods for companies to evaluate the components of their business model against future uncertainties ( Bouwman et al, 2018 ; Haaker et al, 2017 ).…”

Section: Introductionmentioning

confidence: 99%

Business continuity in the COVID-19 emergency: A framework of actions undertaken by world-leading companies

2021

Self Cite

View full text Add to dashboard Cite

The COVID-19 emergency has urged companies to operate in new ways to face supply chain interruptions, shifts in customer demand, and risks to workforce health. The organizational ability to respond to critical contingencies is crucial for business leaders in the perspective of continuing business. In our research, we investigate the actions undertaken by 50 world-leading corporations to respond to the pandemic outbreak. Applying content analysis to web pages and social network posts, we extract 77 actions related to 13 sub-areas and integrate these into a five-level framework encompassing operations, customer, workforce, leadership, and community-related responses. We also describe six illustrative company examples of how the emergency can generate opportunities for creating new value. The study advances the scholarly discussion on the impact of emergencies on business continuity and provides managers with a comprehensive view and some insights to define response strategies and actions in the current challenging scenario.

show abstract

“…In essence, business continuity is a process through which the company's essential business functions are not hampered by an unfortunate occurrence and they can be undertaken with a managed degree of interference (Foster & Dye, 2005). To shelter the functioning of their operations and to safeguard themselves from the business threats that might take place, companies make use of a tactical tool entitled business continuity management (Malachová & Oulehlová, 2016;Nienimaa et al, 2019). Fischbacher-Smith (2017) referred to the business continuity management as a holistic management process that identifies the possible risks and threats to an organization and the impact that those disruptions, if materialized, might have upon its business operations.…”

Section: The Concept Of Business Continuity Management and Its Composmentioning

confidence: 99%

Critical Functions in Ensuring Effective Business Continuity Management. Evidence From Romanian Companies

Pãunescu

Argatu

2020

Journal of Business Economics and Management

View full text Add to dashboard Cite

The paper explores how business continuity management (BCM) is defined within the professional and academic communities that work in the field or research it. It sets out the framework for the composing elements of a BCM that emerge and considers how these various elements can interact with each other to build a sound business continuity management. Also, the paper aims to examine the organization’s critical functions that ensure an effective BCM. The research relies on a questionnaire-based survey, with data collected by personally interviewing top and middle-level managers from Romanian small and medium-sized companies. The results, which count on the responses of 119 participant companies, show that risk assessment takes a critical role in building the organization’s BCM strategy, while business continuity response planning has the strongest impact on the overall effectiveness of the organization’s BCM. The novelty of this research lies in a first time establishment of the critical functions that are vital for companies to maintain their essential business operations in case of disruptive incidents, to build organizational resilience. Future research should be grounded on testing if the BCM arrangements and business impact analysis influence the BCM strategy as the existing data did not prove that it did.

show abstract

Business continuity of business models: Evaluating the resilience of business models for contingencies

Cited by 125 publications

References 60 publications

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Business continuity in the COVID-19 emergency: A framework of actions undertaken by world-leading companies

Critical Functions in Ensuring Effective Business Continuity Management. Evidence From Romanian Companies

Contact Info

Product

Resources

About