Framework for designing Business Continuity - Multidisciplinary Evaluation of Organizational Maturity

Russo, Nelson; Reis, Leonilde; Silveira, Clara; Mamede, Henrique São

doi:10.23919/cisti52073.2021.9476297

Cited by 7 publications

(9 citation statements)

References 9 publications

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“…According to [11], the fundamental idea behind business continuity is that to maintain company operations at an acceptable level, an organization must have the strategic and tactical capabilities to plan for and respond to business accidents and disruptions. Readiness is also vital in implementing a business continuity plan from management perspective and fulfilling the gap existing with a business continuity plan using a standard tool [12].…”

Section: Implementing a Business Continuity Responsementioning

confidence: 99%

Implementation of ICT Continuity Plan (ICTCP) in the Higher Education Institutions (HEI’S): SUC’S Awareness and its Status

Cofino¹,

Balogo²,

Alegia³

et al. 2023

IJACSA

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The purpose of this study was to assess the level of awareness of the management and the personnel within the academic institution and identify the implementation status of the ICTCP to the implementing SUCs. The researchers used the BCM Framework was utilized in this study as the model for identifying the level of awareness of the personnel within the institution about the ICTCP. The research respondents were the personnel employed in the different States, Universities, and Colleges (SUCs) within the province of Negros Occidental. The respondents were selected through random sampling, they were provided by a google form link to answer the survey questionnaire. A total of thirty-five (35) IT personnel were included in the study's sample size. It was found out that most SUCs have consistent ICT system uptime because they can continuously provide services; surprisingly, this is independent of an ICT business continuity plan. Most SUCs do not entirely implement their ICT business continuity plans. Lastly, it is recommended that SUCs can significantly enhance service delivery if ICT business continuity planning is taken seriously, adopted, and entirely carried out.

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Section: Implementing a Business Continuity Responsementioning

confidence: 99%

Implementation of ICT Continuity Plan (ICTCP) in the Higher Education Institutions (HEI’S): SUC’S Awareness and its Status

Cofino¹,

Balogo²,

Alegia³

et al. 2023

IJACSA

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“…The other publications (70%) had specific considerations for a population or context and, therefore, were not included in the quality assessment. All the 398 full-text publications selected were read and analysed for quality assessment to provide more detailed exclusion criteria (Russo et al, 2021).…”

Section: Research Planmentioning

confidence: 99%

“…The communication step started with the problem identification (Russo et al, 2021), and the dissemination of results begins with this paper.…”

Section: Research Planmentioning

confidence: 99%

“…Figure 2 represents the Standards in organised activities, objectives or practices, suggesting, in the centre of the circle, the preliminary BC areas or components. Hence, despite the complexity and pertinence of the Standards, it was identified a gap in the definition of BC metrics (Russo et al, 2021). Effectively, the various standards were analysed, to assess the existing gaps in each of them, presented in Figure 2, given the problem under study.…”

Section: Problem Identification and Motivationmentioning

confidence: 99%

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FAMMOCN – Demonstration and evaluation of a framework for the multidisciplinary assessment of organisational maturity on business continuity

Russo

Mamedea

Reis

et al. 2022

Heliyon

Self Cite

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“…Integrating BCM into organizational performance goals constitutes an essential for improving the ability of an organization to handle disruptions successfully. Russo et al (2023) stated that BCM strives to improve organizational performance by proactively minimizing downtime, controlling risks and enabling rapid responses to diverse crises such as natural disasters and technological problems. This is consistent with Sawalha's (2020) study, which emphasizes the need of effectively managing uncertainty in operational and managerial areas, particularly in the business sector by adopting the BCM approaches.…”

Section: Introductionmentioning

confidence: 99%

Navigating turbulent waters: The impact of business continuity management (BCM) practices on financial and nonfinancial performance of tour operator companies

Awang Ali,

Hanafiah,

Mogindol

2024

Contingencies & Crisis Mgmt

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This study examines the influence of Business Continuity Management (BCM) practices on tour operator companies' financial and nonfinancial performance amid the COVID‐19 pandemic. Employing purposive and cluster sampling, a survey was conducted with 331 tour operators, and the study hypotheses were evaluated using Partial Least Squares—Structural Equation Modelling. Findings reveal that the organizational preparedness and embeddedness of continuity practices significantly influence both financial and nonfinancial performance. Additionally, management support and external requirements impact either financial or nonfinancial performance. The study reveals tour operator companies' resilience demonstrated through their continuity management skills, particularly in adapting to business challenges during the pandemic. The research contributes a fresh perspective on the interplay between BCM practices and organizational performance, emphasizing the importance of robust business continuity strategic planning for the future of tourism operator companies.

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Framework for designing Business Continuity - Multidisciplinary Evaluation of Organizational Maturity

Cited by 7 publications

References 9 publications

Implementation of ICT Continuity Plan (ICTCP) in the Higher Education Institutions (HEI’S): SUC’S Awareness and its Status

Implementation of ICT Continuity Plan (ICTCP) in the Higher Education Institutions (HEI’S): SUC’S Awareness and its Status

FAMMOCN – Demonstration and evaluation of a framework for the multidisciplinary assessment of organisational maturity on business continuity

Navigating turbulent waters: The impact of business continuity management (BCM) practices on financial and nonfinancial performance of tour operator companies

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