The role of business continuity management in organisational long range planning

Wei Ning Zechariah Wong and Jianping Shi

International Journal of Business Continuity and Risk Management, 2010, vol. 1, issue 3, 247-258

Abstract: Since the early 90s, business continuity management (BCM) has gradually established a foothold as a function and profession within business organisations. Despite its rapid development in the last two decades, BCM, as a discipline and a profession, is still regarded by many as an operational entity of management. The purpose of this paper is to discuss the role of BCM in corporate long range planning. It critically evaluates a number of typical definitions and derives three key elements of BCM. It then relates the role of BCM in corporate strategic management and proposes a set of strategic skills for business continuity managers in order to execute the BCM programme effectively. Finally, a number of salient points on strategic BCM are proposed to underpin the importance of its role in sustaining organisational performance.

Keywords: strategic management; strategies; business continuity management; BCM; business continuity managers; long range planning; organisational performance. (search for similar items in EconPapers)
Date: 2010
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=35688 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbcrm:v:1:y:2010:i:3:p:247-258

Access Statistics for this article

More articles in International Journal of Business Continuity and Risk Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().