Continuity Governance model: a new process stage in the BCM system that underpins organizational resilience

Abstract

Organizational resilience is essential to mitigate severe consequences from crises such as pandemics, geopolitical conflicts, and climate‑related disasters. Enhancing resilience often relies on business continuity management (BCM) and associated continuity plans, which may sometimes fall short. This study introduces and implements a novel Continuity Governance (CG) model as an additional stage within BCM standards. The CG model strengthens organizational resilience by optimizing daily operations, minimizing the need for activating contingency plans, and ensuring smoother functioning in non‑crisis scenarios. The research employs a contextual analysis of the CG model, validated through a case study in a Research Technology Organization (RTO), involving interviews and questionnaires. Results demonstrate the model’s effectiveness in mitigating continuity incidents, with evidence from its successful application in the participating RTO. Beyond this specific implementation, the CG model is designed for adaptability and replicability, making it applicable to a wide range of organizations across various sectors. This innovative approach contributes to the literature by addressing continuity management within routine operations, reducing over‑reliance on formal plans while enhancing resilience. The findings offer valuable insights for organizations aiming to strengthen their capacity to navigate disruptions effectively and maintain operational stability in increasingly complex environments.

Keywords

• Continuity Governance
• business continuity management
• ISO 22301
• resilience
• research-technology organization
• knowledge economy