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Why traditional business continuity thinking does not work for SMEs: A new approach for managers and their advisers

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  • Lucey, Kathleen A.

Abstract

This paper begins by tracing recent events that have increased awareness of risk and vulnerability among small and medium-sized enterprises (SMEs). It then describes how the traditional business continuity methodologies and tools, due to their sources and utilisation sectors, do not meet the needs of SME owners, managers and their advisers (including local authorities fulfilling their Civil Contingencies Act responsiblities). An analysis process is then described as a better alternative for SMEs, and the process is discussed in detail. The paper ends with a discussion of the benefits and advantages to SMEs of this new process.

Suggested Citation

  • Lucey, Kathleen A., 2006. "Why traditional business continuity thinking does not work for SMEs: A new approach for managers and their advisers," Journal of Business Continuity & Emergency Planning, Henry Stewart Publications, vol. 1(1), pages 65-79, September.
    • Handle: RePEc:aza:jbcep0:y:2006:v:1:i:1:p:65-79
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    More about this item

    Keywords

    worst-case scenario; SME; business continuity; BCM; emergency management; interruption scenario class; Civil Contingencies Act;
    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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