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

S. E. Galaitsi; Elizaveta Pinigina; Jeffrey M. Keisler; Gianluca Pescaroli; Jesse M. Keenan; Igor Linkov

doi:10.1007/s13753-023-00494-x

Volume 14 Issue 5

Nov. 2023

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Article Navigation > International Journal of Disaster Risk Science > 2023 > 14(5): 713-721

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

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

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

doi: 10.1007/s13753-023-00494-x

1. US Army Engineer Research and Development Center, Vicksburg, MS, 39180, USA;
2. College of Management, University of Massachusetts Boston, Boston, MA, 02125, USA;
3. Institute for Risk and Disaster Reduction, University College London, London, WC1E 6BT, UK;
4. School of Architecture, Tulane University, New Orleans, LA, 70118, USA

Funds:

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

Abstract

Abstract

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.
- Business continuity management,
- Disruptions,
- Operational resilience,
- Organizational resilience

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References(54)

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