scholarly journals Sustainability and Resilience Organizational Capabilities to Enhance Business Continuity Management: A Literature Review

2021 ◽  
Vol 13 (15) ◽  
pp. 8196
Author(s):  
Ana Maria Corrales-Estrada ◽  
Loyda Lily Gómez-Santos ◽  
Cesar Augusto Bernal-Torres ◽  
Jaime Eric Rodriguez-López
Keyword(s):  
Dynamic Capabilities ◽  
Organizational Capabilities ◽  
Business Continuity ◽  
Organizational Resilience ◽  
Organizational Sustainability ◽  
Business Continuity Management ◽  
Bidirectional Relationship ◽  
Critical Dynamic ◽  
The Impact ◽  
Resilience Capabilities

Although organizational sustainability and organizational resilience are critical dynamic capabilities for business continuity management, especially in times of crisis such as the COVID-19 pandemic, there are few studies that analyze the relationship between these three concepts to understand risks management. For this reason, our study analyzes these relationships to contribute to a better understanding of the subject and to propose future lines of research. We use bibliometric and content analysis, based on the Web Of Science and Scopus databases, during the period between 1998 and 13 May 2021. Main findings indicate that there is a bidirectional relationship between organizational sustainability capabilities and organizational resilience capabilities, but there is not enough evidence of their relationship with business continuity management. Additionally, results allow us to infer that there are four groups of relationships between them: (1) From Risk Management to Business Continuity Management and Organizational Resilience; (2) Resilience and Business Continuity practices; (3) Business Continuity contribution to Innovation and Sustainability; (4) Dynamic Capabilities for Organizational Sustainability and Organizational Resilience to enhance Business Continuity Management. Moreover, different stages were identified to understand the impact of organizational sustainability capabilities and organizational resilience capabilities on business continuity management facing disruptive events.

scholarly journals Meningkatkan Produktivitas Industri Kecil Menengah Kota Batam Melalui Kompetensi Inti dan Daya Saing

2018 ◽  
Vol 5 (2) ◽  
pp. 230-247
Author(s):  
Yuddy Giovanna Priscilla
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Shared Vision ◽  
Organizational Capabilities ◽  
Company Performance ◽  
Organizational Resources ◽  
Organizational Capability ◽  
The Impact

The purpose of this study is to measure the influence of core competencies consisting of organizational resources (shared vision, cooperation and empowerment) and organizational capabilities (knowledge management capabilities and dynamic capabilities) on the company's performance through competitive advantage in Small and Medium Industries in Batam to be able to face competition business is getting tighter due to the impact of the Asean Economic Community (AEC). The sample was taken from 105 top-level management as owners or managers of 105 Small and Medium Industries companies that have characteristics in accordance with Law No. 3 of 2014 concerning the regulation of small and medium industries using Purposive Sampling method. This study uses a comparative causal approach. The results of this study indicate that organizational resources have no significant effect on competitive advantage, but organizational resources have a significant impact on company performance. While the ability of the organization, by using the mediating role of competitive advantage has a significant effect on the performance of the company, but the ability of the organization does not have a significant direct effect on the company's performance. And for the mediation itself (competitive advantage) has a significant influence on the dependent variable (organizational performance).   Keywords: Core Competence; Competitive Advantage;Organizational Resources; Organizational Capability; Organizational Performance

scholarly journals The Impact of Organization’s Dynamic Capabilities on Information Systems Project’s Success in the Jordanian Telecommunication Sector

2020 ◽  
Vol 15 (4) ◽  
pp. 138
Author(s):  
Eman Mohd Naim Yassien ◽  
Fayez Jumaa Alnajjar
Keyword(s):  
Information Systems ◽  
Dynamic Capabilities ◽  
Project Success ◽  
Three Dimensions ◽  
Organizational Capabilities ◽  
Software Projects ◽  
Telecommunication Sector ◽  
High Level ◽  
The Impact ◽  
Is Projects

Information Systems (IS) ecosystems change rapidly which makes IS projects’ success challenging. Project success eventually impacts organizational competitive advantage which is a major concern for telecommunication organizations. dynamic capabilities (DC) are needed for organizations to continually transfer, shift and reallocate their organizational capabilities according to the dynamic changes occur in the surrounding ecosystem. This paper aims at investigating the impact of organizational dynamic capabilities (DC) on IS project success in telecommunication organizations in Jordan. A survey is used as an instrument of research in order to achieve the research’s main objectives. The study is carried out by surveying (233) employees who participated in IS projects. The survey paragraphs are validated and approved by a panel of experts. Consequently, data extracted from the questionnaire is statistically analyzed using the Statistical Package for the Social Sciences (SPSS) and AMOS applications. The findings reveal that employees in telecommunication organizations recognize and apply the concept of DC (Dynamic Capabilities) at a (High) level. Results also show that rate of IS projects success in telecommunication organizations in Jordan is (High). It also shows that DC along with its four main dimensions, contribute in all three dimensions of IS project, and that project capabilities play a major role mediating the impact of DC on IS project success. The study has several contributions on both academic and practical levels. For example, it links DC for becoming basis for software projects success.

Area Business Continuity Management Approach to Build Sustainable Communities

2017 ◽  
Vol 12 (4) ◽  
pp. 806-810 ◽  
Author(s):  
Takahiro Ono ◽  
Kenji Watanabe ◽  
◽  
Keyword(s):  
Impact Analysis ◽  
Disaster Risk ◽  
Business Continuity ◽  
Management Approach ◽  
Sustainable Communities ◽  
Local Economies ◽  
Japan International Cooperation Agency ◽  
Business Continuity Management ◽  
Private And Public ◽  
The Impact

From previous experiences, it was suggested that stakeholders should collaborate in each phase of disaster risk reduction, in order to prevent and mitigate the impact of wide area natural disasters.However, in several cases, the collaboration was not fruitful, owing to the diverse visions of both, private and public organizations’ operational continuity, resulting in conflicts occurring effortlessly among the organizations.One of the solutions to overcome this challenge is applying the business continuity management (BCM) method, such as business impact analysis (BIA) and risk assessment, to the area. Japan International Cooperation Agency reported the “Area BCM” concept in 2013. This paper further investigates the concept of “Area BCM” and introduces the idea to decompose BIA factors for area and individual purposes, in order to build sustainable local economies.

Adoption of environmental management tools: the dynamic capabilities contributions

2018 ◽  
Vol 9 (3) ◽  
pp. 229-252 ◽  
Author(s):  
Moez Essid ◽  
Nicolas Berland
Keyword(s):  
Environmental Management ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Current Knowledge ◽  
Organizational Capabilities ◽  
Management Systems ◽  
Management Tools ◽  
Content Type ◽  
Societal Pressure ◽  
The Impact

PurposeThis paper aims to analyze the organizational capabilities involved in the adoption of environmental management tools in eight large French firms. The analysis also examines the antecedents that contributed to the emergence of those capabilities and the consequences of their involvement in terms of environmental management.Design/methodology/approachTo analyze the organizational capabilities deployed when environmental management tools are adopted, this paper takes an exploratory approach based on a qualitative study of eight large French firms.FindingsThe findings show how organizational capabilities, dynamic and ordinary, are operationalized in the adoption of environmental management tools. This operationalization is made possible by internal and external antecedents and simple and complex routines. The findings also identify two possible configurations of organizational capabilities, each one leading to a specific form of environmental management. The first configuration leads to stand-alone environmental management systems, while the second succeeds in engendering integrated management systems. This study shows that this difference is explained by heterogeneous endowments in terms of antecedents across firms.Practical implicationsThe study provides useful information for managers about the conditions that favor and facilitate adoption of environmental management tools and the ways these conditions operate.Social implicationsThe study illustrates the impact of society on large firms’ adoption of certain environmental management practices. It shows that external visibility – which has created strong societal pressure – is one of the external antecedents that led eight large French firms to develop specific organizational capabilities.Originality/valueIn analyzing the antecedents, routines and capabilities involved in the adoption of environmental management tools, the study adds some original, innovative contributions to current knowledge on the conditions for adoption of such tools.

scholarly journals PENGARUH PANDEMI COVID-19 TERHADAP EKSISTENSI BISNIS UMKM DALAM MEMPERTAHANKAN BUSINESS CONTINUITY MANAGEMENT (BCM)

2020 ◽  
Vol 8 (3) ◽  
pp. 224
Author(s):  
Anngit Dyah Kusumastuti
Keyword(s):  
Qualitative Method ◽  
Research Result ◽  
Secondary Data ◽  
Business Continuity ◽  
Shopping Center ◽  
Business Sector ◽  
Staple Food ◽  
Online Application ◽  
Business Continuity Management ◽  
The Impact

This study aims to analyze the impact of the Covid-19 pandemic on the existence of MSME business in business continuity management (BCM). The research methods used is descriptive qualitative method based on secondary data from  research  result and reference on data and information from journals and online reporting. The result showed that the impact of the Covid-19 pandemic was felt directly by the sustainability of the MSME business in decreasing its productivity. The business sector that wass constrained by its development and even experienced a decline during the Covid-19 pandemic was the transportation, tourism, shopping center, and offline trade business which only focused direct consumer visits. While business activities that can still survive and exist to serve consumers (transformed using an online application platform) are education, retail, staple food.

scholarly journals Effectiveness in Following Eco Friendly Production Techniques by Large Scale Industries

2019 ◽  
Vol 9 (2S4) ◽  
pp. 398-401
Keyword(s):  
Organizational Learning ◽  
Large Scale ◽  
Dynamic Capabilities ◽  
Technological Development ◽  
Industrial Relations ◽  
Organizational Resilience ◽  
Managerial Ability ◽  
Production Techniques ◽  
New Ideas ◽  
The Impact

This paper examined the impact of industrial relations environment on organizational resilience, with special interest on its implications on managers in Nigeria workplaces. Some industrial relations environments such as economic, socio-cultural, legal-political, technological among others were identified and discussed. Organizational learning, adaptive capacity and dynamic capabilities were the measures of organizational resilience considered in this paper. The paper notes that the resilient ability of an organization develops over time from an organization’s continual adjustment to its environment and adjustment to current adversities affecting it, as well as adapting to recover from pre-perturbation state as much as possible. The paper concludes that for an organization to develop effective resilient ability, management must anticipate disturbances and develop the ability to restore to original state, and to develop new skills in disruptive conditions. Additionally, industrial relations demands managerial ability to successfully scan, understand and interpret the environment which an organization operate in order to develop advantage in building resilience. It recommends that organizations should embrace technology with open arms. Managers and employees should pay greater attention on scientific and technological development, and research as a means of improving their innovative abilities, and generation of new ideas and thoughts in order to successfully adapt to the changing environment in order to develop strong resilience ability. Additionally, managers should ensure that they develop their conceptual and technical skills and knowledge so that they can be able to understand and interpret their operating industrial environment and also use such knowledge to encourage organizational learning, and to develop adaptive abilities, as well as dynamic capabilities in their organizations. Governments should encourage through her agencies, a good industrial relations policies which are capable of encouraging industrial harmony among the parties in industrial relations, as well as providing policy stability for organizations to operate with

scholarly journals Locational Contiguity and Business Continuity: Perceived Organizational Resilience of Small- and Medium-Sized Enterprises in U.K. Business Parks

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402092741
Author(s):  
Brahim Herbane
Keyword(s):  
Social Networks ◽  
Empirical Work ◽  
Business Continuity ◽  
Organizational Resilience ◽  
Senior Managers ◽  
The United Kingdom ◽  
And Performance ◽  
Using Data ◽  
The Impact ◽  
Formal Business

As the ability to respond and adapt to crises, we conceptualize and examine organizational resilience through four components (active, temporal, posture, and performance). This multidimensional view of resilience combines the perceptions of senior managers and other indicators including the presence and nature of formal business continuity management. This study examines whether relationships with neighboring firms in a business park substitute wider network relationships. Relationships between locational attributes (locational contiguity within a business park), entrepreneurs’ social networks, and the perceived resilience of small- and medium-sized enterprises (SMEs) in the United Kingdom are examined using data collected from 268 SMEs. Locational attributes are positively associated with organizational resilience (in both aggregated and constituent forms) while revealing an inverse relationship between social networks and perceived resilience. Importantly, the study contributes to a place-based view of resilience to explain why the impact of social networks differs from the positive associations that are found in prior theoretical and empirical work.

scholarly journals Investigating the Impact of Leadership and Business Continuity Management on Organizational Crisis Performance

2019 ◽  
Vol 13 (7) ◽  
pp. 266-278
Author(s):  
Mohamed Naser A.N. Alharthi ◽  
Gamal S.A. Khalifa ◽  
Abuelhassan E. Abuelhassan ◽  
Mohammed Nusari ◽  
Osama Isaac
Keyword(s):  
Business Continuity ◽  
Organizational Crisis ◽  
Business Continuity Management ◽  
The Impact
Sign in / Sign up

Export Citation Format

Share Document