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Organisational performance and business continuity management: A theoretical perspective and a case study

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  • Sawalha, Ihab Hanna Salman

Abstract

This paper seeks to extend the research relating to the strategic view of business continuity management (BCM) to the context of organisational performance (OP). It discusses potential performance consequences resulting from applying BCM aspects/elements within an organisation. The paper contributes to the understanding of the role of BCM in OP by discussing how deployment of BCM key aspects/elements can improve OP. Two main issues are discussed: first, background to performance and the elements of OP; and secondly, the role of BCM in achieving optimised OP. These issues are significant, as they go further than the extant literature relating to the significance of BCM and its potential influence on OP. The study focuses on Jordanian banks as a case study and as a way of illustrating how BCM helps improve OP for those organisations facing performance shortcomings or difficulties.

Suggested Citation

  • Sawalha, Ihab Hanna Salman, 2013. "Organisational performance and business continuity management: A theoretical perspective and a case study," Journal of Business Continuity & Emergency Planning, Henry Stewart Publications, vol. 6(4), pages 360-373, May.
    • Handle: RePEc:aza:jbcep0:y:2013:v:6:i:4:p:360-373
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    More about this item

    Keywords

    organisational performance; business continuity management; risk; banks; Jordan;
    All these keywords.

    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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