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Survival is not compulsory: an introduction to business continuity planning

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Cited by (16)

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

    2019, International Journal of Information Management
    Citation Excerpt :

    In particular, without ongoing processes of maintenance and update, plans are often outdated and fail to provide meaningful support during recovery. Furthermore, culture (Alesi, 2008; British Standards Institute, 2006; Sawalha et al., 2015), embeddedness as a form of commitment to resilience (Herbane et al., 2004; Niemimaa & Järveläinen, 2013) and other social and cognitive processes (Niemimaa, 2017) are now recognised as salient factors that shape organisational survivability and BC (Devargas, 1999; Quirchmayr, 2004; Rapaport & Kirschenbaum, 2008). In recent years, scholars and practitioners have brought forth several methodologies to assist organisations in improving their BC (e.g. British Standard Institute, 2006; International Organization for Standardization, 2012; Botha & von Solms, 2004; Gibb & Buchanan, 2006; Lindström, Samuelsson, & Hägerfors, 2010).

  • The importance of facility management organization's business continuity plan readiness

    2015, Proceedings of the 26th International Business Information Management Association Conference - Innovation Management and Sustainable Economic Competitive Advantage: From Regional Development to Global Growth, IBIMA 2015
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Mario Devargas is MD Project Manager with Mancos Computers Ltd. Based in Manchester, UK.

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