Supply chain involvement in business continuity management: effects on reputational and operational damage containment from supply chain disruptions

Purpose Does internal integration extend to business continuity and to managing supply chain disruptions (SCDs)? Despite the voluminous literature on supply chain integration, evidence on its effectiveness on risk management and disruption response is scant. The purpose of this paper is to assess the effectiveness of business continuity management (BCM) and of supply chain involvement in BCM (SCiBCM) on reputational and operational damage containment in the face of SCDs. Design/methodology/approach This study draws on Simons’ Levers of Control framework to explain how the involvement of supply chain in BCM affects firm capabilities in containing damages caused by major SCDs. The authors develop and test hypotheses by analyzing large-scale questionnaire responses from 448 European companies. Findings Results of the data analysis suggest that BCM improves reputational damage containment, whereas SCiBCM improves operational damage containment. The findings also show that the significant effects of BCM and SCiBCM on reputational and operational damage containment, respectively, were amplified for the firms facing higher supply chain vulnerability. Post-hoc analysis further reveals the complementarity effect between BCM and SCiBCM for the companies exposed to high supply chain vulnerability. Originality/value Evidence on the effects of BCM and its internal integration on performance is limited. This study offers empirical evidence on the topic. Also, while supply chain integration can improve information sharing and coordination, some may not fully recognize its potential benefits in addressing SCDs. This study theoretically and empirically demonstrates the role played by internal integration, in the form of SCiBCM, in improving organizational damage containment efforts

Business Continuity Planning for Risk Reduction

The paper outlines the business continuity planning as a methodology that could be used by organizations in order to reduce the risks that occur both at the organizational level and in its outside environment. There are presented the main objectives and steps in business continuity planning process. In the end of the paper are presented some issues that organizations should take into consideration in the implementation of business continuity planning process projects.business continuity planning, business impact analysis, risk assessment, risk management, risk monitoring

Business Continuity

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Coherence between values and successor socialization: Facilitating family business continuity

The problem of CEO succession is critically important yet unique and distinct from that of turnover at other levels. Research in management agrees with the findings in family business research regarding the preference for an insider as successor, more specifically a family insider. Successful family business continuity requires raising potential successors who will add value to the firm by seeking new opportunities and fostering entrepreneurship. Parties external to the firm are likely to view succession as a signal about the institution's future; this makes CEO succession a critical event for virtually every organization. In this paper the authors outline a model that presents the different coherent options for value transmission and successor socialization that facilitate family business continuity from first to second generation. The findings are grounded in combined qualitative and quantitative techniques applied to an extensive research project involving in-depth cross-case analysis. Based on the results, the authors identify issues that families and practitioners should take into account to maintain consistency during the succession process. Professionals can assist families in preparing for continuity by: 1) identifying family value systems; 2) analyzing the variables at play in the family-business system, and 3) proposing a coherent option of continuity that both family and business can pursue. The model presented in this paper is intended to help families and practitioners follow this path by pointing out coherent combinations of values and family business characteristics and different successor socialization processes.family business; succession; values; successors; socialization;

A basic element of it business continuity plan: systematic review

Implementation of IT in the enterprise raises the possibility of various risks arising from threats and disturbances. Companies need to have business continuity planning (BCP), so that the company's business processes can be sustain in normal or critical situations. BCP is a methodology used to create and validate plan to sustain business operations continuously before, during, and after disasters or disturbing events. BCP is an important part of Business Continuity Management (BCM) and is a step that can be taken to reduce the negative impact of business interruptions caused by internal and external. The current condition of the Business Continuity Plan is the lack of understanding of the key elements of the business continuity plan design that leads companies to realize what business continuity plan are or do not know what is needed to make BCP and BCP owned by the company still lack in completeness of the business continuity strategy. Based on the present condition, this research aims to explore the elements of BCP based on business continuity standard that is COBIT 5 Domain: Manage Continuity, ISO 22301: 2012 Business Continuity Management System, ITIL IT Service Continuity Management and related business continuity plan research. The results of the research are BCP has 8 main elements, determining the need of business continuity management, business continuity review, risk analysis, business impact analysis, business continuity strategy, disaster recovery plan, employee training, BCP testing, where the eight elements can be categorized into two are managerial and technical

The twilight world of British business politics: the Spring Sunningdale conferences since the 1960s

This article explores a previously unknown form of interaction, known as Spring Sunningdale, between the British business elite and its civil servant equivalent in Whitehall. These began in 1963 and were still continuing only a few years ago. The continuity and stability of these meetings stands in contrast to wider changes in the nature of business–government relations in Britain during this period, particularly since the election of the Thatcher government in 1979. The article analyses why there was such continuity and what the senior civil servants and the captains of industry who attended these annual meetings gained from them