A framework for business continuity management

Gibb, Forbes; Buchanan, Steven

doi:10.1016/j.ijinfomgt.2005.11.008

Cited by 141 publications

(86 citation statements)

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“…Recently, issues relating BCM to organizational culture have been increasingly introduced and discussed in the literature. Pitt and Goyal (2004), Gibb and Buchanan (2006), Elliott et al (2010), Lindstrom et al (2010), Tammineedi (2010), and Sharp (2012) argued that BCM can be embedded in the organization's culture through regular testing, training and awareness and the maintenance and updating of the continuity plan. The following is an overview of these activities.…”

Section: Continuity Culture and Organizationsmentioning

confidence: 99%

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Sawalha

Anchor

Meaton

2015

Int J Disaster Risk Sci

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This article investigates the extent to which Jordanian service organizations seek to establish continuity culture through testing, training, and updating of their business continuity plans. A survey strategy was adopted in this research. Primary and secondary data were used. Semistructured interviews were conducted with five senior managers from five large Jordanian service organizations registered with the Amman Stock Exchange. The selection of organizations was made on the basis of simple random sampling. Interviews targeted the headquarters only in order to obtain a homogenous sample. Three out of five organizations could be regarded as crisis prepared and have better chances for recovery. The other two organizations exhibited characteristics of standard practice that only emphasizes the recovery aspect of business continuity management (BCM), while paying less attention to establishing resilient cultures and embedding BCM. The findings reveal that the ability to recover following major incidents can be improved by embedding BCM in the culture of the organization and by making BCM an enterprise-wide process. This is one of few meticulous studies that have been undertaken in the Middle East and the first in Jordan to investigate the extent to which service organizations focus on embedding BCM in the organizational culture.

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Section: Continuity Culture and Organizationsmentioning

confidence: 99%

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Sawalha

Anchor

Meaton

2015

Int J Disaster Risk Sci

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“…For instance, Gibb and Buchanan (2006) developed a framework for designing, implementing, and monitoring BCM. Their framework comprises multiple input-process-output frameworks that map to nine phases of BCM.…”

Section: Bcm/bcp and Dr Literaturementioning

confidence: 99%

Applying a Layered Framework to Disaster Recovery

Baham¹,

Calderon²,

Hirschheim³

2017

CAIS

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“…Wong (2009) and Herbane et al (2004) noted that the finance sector is leading BCM developments due to its high vulnerability to risk, its high reliance on IT, and its crucial role in supporting national economies. In an IT-based environment, BCM ensures the effective management of technology by the most appropriate tools and techniques (Gibb and Buchanan, 2006;Botha and Solms, 2004 BCM has its roots in IT disaster recovery planning which was first implemented in the late 1970s. The main focus during the 1970s and 1980s was to ensure the continuity and quick recovery of mainframe computing systems, while less attention was given to business and work area continuity and recovery (Tilley, 1995).…”

Section: "Crisis-prone Organizations Have Institutionalized 'Sicknessmentioning

confidence: 99%

“…Herbane, 2010;Tammineedi, 2010;Elliott et al, 2010;Clas, 2008;Selden and Perks, 2007;Gibb and Buchanan, 2006;Pitt and Goyal, 2004;Botha and Solms, 2004;Moore and Lakha, 2004;MeyerEmerick and Momen, 2003;Zawada and Schwartz, 2003;and Gallagher, 2003). The framework described below draws on these approaches and provides a step-by-step analysis of the key BCM practices.…”

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Business continuity management in Jordanian banks: Some cultural considerations

2012

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This paper investigates the extent to which the Jordanian banking sector uses Business Continuity Management (BCM) as a way to manage organizational risk, disasters, and crises, as well as business interruptions.The population in this study consists of the 17 Jordanian banks registered with the Amman Stock Exchange. Data was collected via an interviewer-administered questionnaire. 11 completed questionnaires were obtained, representing a response rate of 64.7%. Questionnaires were followed by three semi-structured interviews conducted with BCM managers from three Jordanian banks from different cultural backgrounds; local, Islamic, and foreign.All the respondents have BCM programs in place. There are no statistically significant differences in the practice of BCM between Jordanian banks in terms of organizational characteristics, such as size and age. However, the cultural backgrounds of the banks and culturally determined differences in their operations more generally have influenced the practice of BCM in significant ways.

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A framework for business continuity management

Cited by 141 publications

References 0 publications

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Applying a Layered Framework to Disaster Recovery

Business continuity management in Jordanian banks: Some cultural considerations

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