Volume 14 Issue 5
Nov.  2023
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Article Contents
S. E. Galaitsi, Elizaveta Pinigina, Jeffrey M. Keisler, Gianluca Pescaroli, Jesse M. Keenan, Igor Linkov. Business Continuity Management, Operational Resilience, and Organizational Resilience: Commonalities, Distinctions, and Synthesis[J]. International Journal of Disaster Risk Science, 2023, 14(5): 713-721. doi: 10.1007/s13753-023-00494-x
Citation: S. E. Galaitsi, Elizaveta Pinigina, Jeffrey M. Keisler, Gianluca Pescaroli, Jesse M. Keenan, Igor Linkov. Business Continuity Management, Operational Resilience, and Organizational Resilience: Commonalities, Distinctions, and Synthesis[J]. International Journal of Disaster Risk Science, 2023, 14(5): 713-721. doi: 10.1007/s13753-023-00494-x

Business Continuity Management, Operational Resilience, and Organizational Resilience: Commonalities, Distinctions, and Synthesis

doi: 10.1007/s13753-023-00494-x

We would like to thank Dr. Benjamin D. Trump for stimulating discussions and paper review. This study was funded in part by the US Army Engineer Research and Development Center (FLEX-4). The opinions expressed herein are those of the authors alone and may not represent the opinions of their affiliate institutions.

  • Accepted Date: 2023-04-23
  • Available Online: 2023-11-23
  • Publish Date: 2023-07-05
  • The concepts of business continuity management, operational resilience, and organizational resilience each refer to actions that businesses and organizations can take in anticipating and responding to disruptions. However, the existing definitions and usages are difficult to differentiate due to overlapping objectives, implementation processes, and outcomes. This article examines definitions and approaches for these three concepts and suggest a framework to operationalize methods and tools relevant to each. These definitions emphasize three dyads: risk versus resilience; organizational processes versus assets; and normal operating conditions versus crisis conditions. Using these dyads to differentiate the concepts of business continuity management, operational resilience, and organizational resilience can support planners in clarifying objectives and identifying which approach will be most beneficial as businesses or organizations plan for and encounter disruptions. This article evaluates these concepts by examining illustrative examples of disruptions and responses.
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