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

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

Business continuity management in Jordanian banks: Some cultural considerations

This article 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 were collected via an interviewer-administered questionnaire. Eleven completed questionnaires were obtained, representing a response rate of 64.7 per cent. 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 programmes 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