Layered business continuity and disaster recovery model

Stamenkov, Gjoko

doi:10.1108/crr-05-2022-0008

CRR

2022

DOI: 10.1108/crr-05-2022-0008

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Layered business continuity and disaster recovery model

Gjoko Stamenkov

Abstract: PurposeThe purpose of this study is to address the problem of a plethora of potential plans related to business continuity and disaster recovery.Design/methodology/approachA review of the relevant academic articles, standards and guidelines related to business continuity and disaster recovery was conducted, and the discussed plans include critical information infrastructure plans, disaster recovery plans, information system contingency plans, business continuity plans and continuity of operations plans.Finding… Show more

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Cited by 4 publications

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“…Another paper builds on the theme of women entrepreneurs, which Tiwari and Shastri (2022) also recently wrote about. One paper contributes to Stamenkov's (2022) paper about business continuity plans. Therefore, we are confident that everyone will find something that is of particular interest to them in this special issue.…”

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Guest editorial: Resilience in a post-pandemic world – has anything changed?

Karlsson

Offord

Enang

2023

CRR

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We have the pleasure to present this special issue of Continuity and Resilience Review on Resilience in a post-pandemic worldhas anything changed?. Never has there been a crisis of such scale and magnitude as the coronavirus disease 2019 (COVID-19) pandemic, affecting all parts of the world, having been exacerbated by the globalised nature of business and society, with significant effects still in 2023.The disciplines of risk, resilience and business continuity were suddenly thrust into centre stage of discourse at macro levels of governments, meso levels of organisations and micro levels of individuals. The concept of risk resilience became more prominent in practice and research, with the momentum steadily growing throughout the global pandemic. However, to ensure increased awareness and effective implementation of risk resilience at mesoorganisational levels, there is a need for more empirical research with in-depth and critical consideration of risk resilience and its measurement (Hillman and Guenther, 2021).In this special issue, we analyse the current state of play in relation to risk, resilience and business continuity as we progress through the crisis stages (Fink, 1986) and reflect on the earlier, more chaotic phase, which has just passed. When we started on this journey of putting together a special issue on this topic, we speculated on the (in)adequacy of prior risk and resilience practices and theories and if there were clear and positive shifts in how these disciplines were viewed more broadly. Based on the latter, we considered the challenges posed by the pandemic across various sectors of society.Earlier in the pandemic, predictions around its potential impact on organisational practice, including increased use of risk functions in strategic planning, renewed interest in crisis management and closer links between crisis management and other risk disciplines were made (Deloitte, 2021). In 2022, the British Broadcasting Corporation (BBC) reported that experts in risk management, resilience and business continuity appeared to be in higher demand because of COVID-19 (Bloom, 2022). Furthermore, the UK Government published its Resilience Framework in 2022, which argues that a strong resilience system at all levels of government and across the public, private and non-profit sectors is now more important than ever.In response to this, this special issue addresses the overarching question on the role and impact of COVID-19 on risk resilience, risk management and business continuity from an organisational perspective. Taking an inclusive approach, we included empirical and theoretical articles from a broad spectrum of disciplines and geographical regions. Articles from academics and practitioners, including reflective and opinion pieces, were also featured in this special issue. Mohamad et al. (2023) present empirical findings from the SME sector, focussed on supply chain risk and business continuity strategies in the Malaysian food industry during the pandemic. Isip et al. (2023) discuss how environmental h...

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Guest editorial: Resilience in a post-pandemic world – has anything changed?

Karlsson

Offord

Enang

2023

CRR

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Always-on business: integrating business continuity and business resilience

Bajgorić

2023

CRR

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PurposeThe paper aims to present a framework for integrating the concepts of business continuity and business resilience with the aim of developing a concept of always-on business.Design/methodology/approachLiterature review, conceptual and case-based.FindingsA conceptual model for integrated “always-on business” solution based on continuous comouting technologies, business continuity, disaster recovery, IT/business resilience and several organational frameworks.Originality/valuePresented framework can be used for integrating business continuity and business resilience in modern digital age; and transforming business systems into “always-on business”.

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Disaster management timeline: an extended version

Sawalha

2023

IJOA

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Purpose This study aims to review the stages of the traditional disaster timeline, propose an extended version of this timeline and discuss the disaster strategies relevant to the different stages of the extended timeline. Design/methodology/approach An extensive review of the existing literature was made to discuss the need for an extended version of the conventional disaster timeline and to explain the differences between the various disaster management strategies. The research approach was based on theoretical and practical reasoning underpinned by the literature. Findings The proposed extended disaster timeline allows better allocation of a wider range of management strategies. Successful disaster management depends on prioritisation of efforts and the use of the right strategy(s) at the right time: before, during and after an incident. Practical implications This study provides a better conceptualisation of the disaster stages and corresponding strategies. It clarifies the role of each strategy, thus linking it more effectively with the disaster timeline. Subsequently, this study is expected to improve decision-making associated with the disaster management process. In the end, it is expected to help transforming the conventional disaster timeline into a more practical one that is result-oriented more than only being a conceptual model. Originality/value Disaster management strategies are used interchangeably very often in the literature. A few attempts were made to capture multiple strategies in one study to demonstrate what constitutes effective disaster management without mixing irrelevant strategies with the different disaster stages.

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Layered business continuity and disaster recovery model

Cited by 4 publications

References 20 publications

Guest editorial: Resilience in a post-pandemic world – has anything changed?

Guest editorial: Resilience in a post-pandemic world – has anything changed?

Always-on business: integrating business continuity and business resilience

Disaster management timeline: an extended version

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