Business Continuity Management: Time for a strategic role?

Long Range Planning

Volumn 37, Issue 5, 2004, Pages 386-457

  Herbane, Brahim ^a   Elliott, Dominic ^b   Swartz, Ethné M ^c  

^a DE MONTFORT UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF LIVERPOOL MANAGEMENT SCHOOL   (United Kingdom)

^c FAIRLEIGH DICKINSON UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

COMPETITION; FINANCE; OPERATIONS RESEARCH; SOCIETIES AND INSTITUTIONS; STRATEGIC PLANNING; VALUE ENGINEERING;

BUSINESS CONTINUITY MANAGEMENT (BCM); BUSINESS STRATEGY RELATIONSHIP; OPERATIONAL CONTINUITY; VALUE PRESERVATION;

INDUSTRIAL MANAGEMENT;

BUSINESS; COMPARATIVE ADVANTAGE; FINANCIAL SERVICES; MANAGEMENT PRACTICE; STRATEGIC APPROACH;

EASTERN HEMISPHERE; EURASIA; EUROPE; UNITED KINGDOM; WESTERN EUROPE; WORLD;

EID: 7744231129     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2004.07.010     Document Type: Article

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36. This observation is made by the authors having viewed the contents of many corporate BC plans. These issues are also addressed and illustrated in R. Flin and K. Arbuthnot, Incident Command-Tales from the Hot Seat, Aldershot, Ashgate (2001)
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