Relevant bibliographies by topics / Business Continuity / Journal articles
To see the other types of publications on this topic, follow the link: Business Continuity.

Journal articles on the topic 'Business Continuity'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Business Continuity.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Speight, Peter. "Business Continuity." Journal of Applied Security Research 6, no. 4 (October 2011): 529–54. http://dx.doi.org/10.1080/19361610.2011.604021.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Patel, Jay S., and Keerthana V. "Disaster Recovery in Business Continuity Management." International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (June 30, 2019): 319–22. http://dx.doi.org/10.31142/ijtsrd23607.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Oesterle, Alexander, and Johannes Müllenberg. "Business Continuity Management." Controlling 26, no. 11 (2014): 624–29. http://dx.doi.org/10.15358/0935-0381_2014_11_624.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kumar, Ashok. "Business continuity plan." South Asian Journal of Engineering and Technology 10, no. 2 (June 30, 2020): 1–4. http://dx.doi.org/10.26524/sajet.2020.2.2.

Full text
Abstract:
The Business continuity plan and strategy provide effective solutions to Multi-cloud and Microservice approach. The business continuity plan helps to maintain backup and disaster recovery. It ensures continuous business processes during disasters and emergencies. The business continuity planning methods that include risk assessment, analyze impacts, and entire business continuity strategies.
APA, Harvard, Vancouver, ISO, and other styles
5

Smith, Gerard W., and Glenn F. Epler. "Industrial Business Continuity." International Oil Spill Conference Proceedings 1999, no. 1 (March 1, 1999): 423–25. http://dx.doi.org/10.7901/2169-3358-1999-1-423.

Full text
Abstract:
ABSTRACT This paper and presentation will focus on the importance of developing a comprehensive emergency management plan and how it could be integrated with your corporate crisis management plan along with federal, state, and local response agencies. Industrial Business Continuity represents a comprehensive planning process that includes everything from risk assessment and response operations through recovery. The trend over the past few years has been to move from a corporate profit structure to strategic business units with plant managers increasingly responsible for overall business development. Traditionally, business continuity focuses on systems and data recovery, while regulatory requirements tend to focus on emergency response and compliance. Industrial Business Continuity goes a step beyond both of those. It focuses on quality and critical business functions as well as the more traditional risk assessment and emergency response procedures that are found in most plans. In today's world, a measure of quality for the plant manager is how quickly and efficiently the plant can resume normal operations and circumstances after a major incident. This process includes such areas as community relations and risk communications., those areas that are usually associated with recovery. An Industrial Business Continuity plan that is developed to enhance a facility's response and recovery capability and is developed solely within facility boundaries does not accurately reflect its actual capability. Companies must integrate their crisis and emergency management programs within their corporation and with pertinent external response agencies. The benefits of integrating these plans far surpass the costs of program development.
APA, Harvard, Vancouver, ISO, and other styles
6

Savage, Mick. "Business continuity planning." Work Study 51, no. 5 (September 2002): 254–61. http://dx.doi.org/10.1108/00438020210437277.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hinde, Stephen. "Business continuity planning." Computer Audit Update 1997, no. 2 (February 1997): 2–5. http://dx.doi.org/10.1016/s0960-2593(97)84764-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Smith, Martin, and John Sherwood. "Business continuity planning." Computers & Security 14, no. 1 (January 1995): 14–23. http://dx.doi.org/10.1016/0167-4048(95)96991-b.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Sherwood, John. "Business continuity planning." Computers & Security 14, no. 5 (January 1995): 423. http://dx.doi.org/10.1016/0167-4048(95)97137-y.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Lam, W. "Ensuring business continuity." IT Professional 4, no. 3 (May 2002): 19–25. http://dx.doi.org/10.1109/mitp.2002.1008533.

Full text
APA, Harvard, Vancouver, ISO, and other styles
11

Nemzow, Martin. "Business Continuity Planning." International Journal of Network Management 7, no. 3 (May 1997): 127–36. http://dx.doi.org/10.1002/(sici)1099-1190(199705/06)7:3<127::aid-nem233>3.0.co;2-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
12

Epler, Glenn F. "BUSINESS-OPERATIONAL CONTINUITY PLANNING." International Oil Spill Conference Proceedings 2001, no. 2 (March 1, 2001): 903–8. http://dx.doi.org/10.7901/2169-3358-2001-2-903.

Full text
Abstract:
ABSTRACT U.S. federal and state regulations require industry to develop and maintain detailed crisis and emergency response plans. These plans are, for the most part, well thought out and detailed. As a result, along with extensive training and exercise programs, industry preparedness is better than it has ever been to respond to and manage an emergency. But how well prepared is industry to handle the business or operational continuity aspects of a crisis or emergency? What plans are in place to deal with the requirement for continuing essential business functions in the face of a disaster? If a major incident occurs to a refinery, terminal, or offshore production platform that requires it to be taken off-line, or damages it beyond repair, are there plans in place to minimize the impacts on the rest of the organization and on the downstream customers? How will this be done simultaneously while managing the response? This paper addresses those needs and discusses the requirements that companies in the oil and chemical industry should consider in developing business and operational continuity plans. It explains a multi-step planning process that is being used by many companies around the world to maintain their business edge when a crisis or disaster strikes. This planning process includes such functions as conducting a risk analysis and business impact analysis, developing mitigation and recovery strategies, drafting a continuity plan, developing an awareness program, and building a training and exercising program. The paper also looks at the similarities between business and operational continuity plans and a company's emergency or crisis management plan and address ways in which the plans may be integrated.
APA, Harvard, Vancouver, ISO, and other styles
13

Jagger, Paul D. "The Continuity Continuum 3 Business Continuity Management." ITNOW 58, no. 1 (February 18, 2016): 32–33. http://dx.doi.org/10.1093/itnow/bww014.

Full text
APA, Harvard, Vancouver, ISO, and other styles
14

Milde, Thomas. "Business Continuity im Föderalismus." Datenschutz und Datensicherheit - DuD 45, no. 10 (September 23, 2021): 669–75. http://dx.doi.org/10.1007/s11623-021-1512-4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
15

Lindström, John, Sören Samuelsson, and Ann Hägerfors. "Business continuity planning methodology." Disaster Prevention and Management: An International Journal 19, no. 2 (April 27, 2010): 243–55. http://dx.doi.org/10.1108/09653561011038039.

Full text
APA, Harvard, Vancouver, ISO, and other styles
16

Watanabe, Kenji. "Business Continuity Plan (BCP)." Journal of Disaster Research 7, no. 4 (June 1, 2012): 343. http://dx.doi.org/10.20965/jdr.2012.p0343.

Full text
Abstract:
Among the lessons learned from the Great East Japan Earthquake, there were a large number of new findings, including which preparations functioned as planned and which did not. Now that a year has elapsed since the earthquake disaster, the parties concerned need to reexamine those measures which are yet to be implemented since we should not see the same results after a large scale disaster in the future as those we saw in the past. In this JDR Special Issue on Business Continuity Plan (BCP), I tried to ask for papers not only from academia but also from business fields to make this issue practical and useful to be leveraged for our next steps in preparing for incoming disasters. As a result, this issue obtains papers from various fields from academia to financial businesses and also with several different approaches which includes actual real case studies. Many of papers in this issue focus on intangible part of business continuity activities that is different from the traditional disaster management approaches which have mainly focused on tangibles or hardware reinforcement against natural disasters. Recent wide-area disasters taught us the importance of intangibles and we should start discussions more in details with aspects such as corporate value, emergency transportation & logistics, training & exercises, funding arrangement, and management systems. I hope that discussions and insights in this issue will help our discussions and actions to move forward. Finally, I really thank the authors’ insightful contributions and the referees’ intensive professional advices to make this JDR Special Issue valuable to our society in preparing for incoming disasters.
APA, Harvard, Vancouver, ISO, and other styles
17

Kadam, Avinash. "Personal Business Continuity Planning." Information Security Journal: A Global Perspective 19, no. 1 (March 17, 2010): 4–10. http://dx.doi.org/10.1080/19393550903577657.

Full text
APA, Harvard, Vancouver, ISO, and other styles
18

Carlton Jr, MD, FACS, Paul K., and Dottie Bringle, RN, BSN, MSHSA. "Business continuity after catastrophic medical events: The Joplin Medical Business Continuity Report." American Journal of Disaster Medicine 7, no. 4 (September 1, 2012): 321–31. http://dx.doi.org/10.5055/ajdm.2012.0105.

Full text
Abstract:
On May 22, 2011, The St Johns Mercy Medical Center in Joplin,MO, was destroyed by an F-5 tornado. There were 183 patients in the building at that time in this 367-bed Medical Center. The preparation and response were superbly done and resulted in many lives saved. This report is focused on the reconstitution phase of this disaster response, which includes how to restore business continuity. As 95 percent of our medical capacity resides in the private sector in the United States, we must have a proper plan for how to restore business continuity or face the reality of the medical business failing and not providing critical medical services to the community. A tornado in 2007 destroyed a medical center in Sumter County, GA, and it took more than 365 days to restore business continuity at a cost of $18M. The plan executed by the Mercy Medical System after the disaster in Joplin restored business continuity in 88 days and cost a total of $6.6M, with all assets being reusable. The recommendation from these lessons learned is that every county, state, and Federal Emergency Management Agency region has a plan on the shelf to restore business continuity and the means to be able to do so. The hard work that the State of Missouri and the Mercy Medical System did after this disaster can serve as a model for the nation in how to quickly recover from any loss of medical capability.
APA, Harvard, Vancouver, ISO, and other styles
19

Pikos, Anna. "Continuity of Narratives: Reinterpretations of Polish Business History." Journal of Management and Business Administration. Central Europe 26, no. 4 (December 15, 2018): 47–63. http://dx.doi.org/10.7206/jmba.ce.2450-7814.242.

Full text
APA, Harvard, Vancouver, ISO, and other styles
20

Urbancová, Hana, and Kateřina Venclová. "Importance of Knowledge Continuity in Business Continuity Management." Acta Universitatis Bohemiae Meridionalis 16, no. 1 (November 20, 2013): 3–13. http://dx.doi.org/10.32725/acta.2013.001.

Full text
APA, Harvard, Vancouver, ISO, and other styles
21

Drozdow, Nancy. "What Is Continuity?" Family Business Review 11, no. 4 (December 1998): 337–47. http://dx.doi.org/10.1111/j.1741-6248.1998.00337.x.

Full text
Abstract:
This article examines and expands the concept of continuity and asserts that family businesses and consultants retain a unidimensional definition of continuity in which success is attained only when family and business remain together. It suggests that this thinking is stale—muddied by an idealized version of the family business—and argues that continuity should be defined as the preservation of one or more essential, unique core elements that in turn implicate a set of tradeoffs or elements that may be sacrificed. Continuity approached in this way, where the pursuit of any dimension will have both gains and losses, will inevitably enrich both the client and consultant.
APA, Harvard, Vancouver, ISO, and other styles
22

Hassanain, Mohammad A., and Ali Al‐Mudhei. "Business continuity during facility renovations." Journal of Corporate Real Estate 8, no. 2 (April 1, 2006): 62–72. http://dx.doi.org/10.1108/14630010610679871.

Full text
Abstract:
PurposeThe objectives of this paper are to identify and rate the importance levels of the factors that may affect business continuity during partial renovation of office buildings while being occupied. The paper also proposes a checklist of measures to carry out in order to reduce the impact of renovation works on business continuity.Design/methodology/approachThe authors have analyzed the published literature for the purpose of reviewing the reasons for renovating the workplace, and aspects of planning and scheduling renovation works in occupied facilities. A sum of 24 elements that may affect business continuity during partial renovations of open‐plan office buildings while being occupied were identified. These factors were classified under four categories, including functional, technical, behavioral, and management practice factors. The authors then developed a questionnaire to rate users' perception of importance to each of the identified 24 elements and conducted a survey to evaluate the importance of these elements on business continuity in two office buildings.FindingsThe importance levels of each of the elements were analyzed and reported. The authors also developed a checklist of measures to carry out to reduce the impact of renovation works on business continuity in office buildings.Originality/valueFacilities during their life cycle may be renovated to restore or upgrade the functionality of their building elements, or to suit a new function. Renovation works could negatively affect businesses continuity and decrease levels of productivity due to their impact of the technical systems in the building, and the time spent on relocating employees to temporary facilities until the renovations are completed. However, in some cases renovation works could be performed without the need for relocating employees, or the business to be stopped. The paper provides a practical value to building owners and facility managers intending to undertake renovation works during the life cycle of their buildings.
APA, Harvard, Vancouver, ISO, and other styles
23

Rydvalova, Petra, and Klara Antlova. "VITALITY AND CONTINUITY OF FAMILY BUSINESSES." Journal of Business Economics and Management 21, no. 5 (September 8, 2020): 1432–50. http://dx.doi.org/10.3846/jbem.2020.13433.

Full text
Abstract:
The article aims to explain the reasons and the methods for evaluating the vitality of the family businesses with a focus on a country where family businesses were violently interrupted by forty years of the socialist regime. The intention is to find out, in connection with the vitality of family businesses, whether it is possible to define the factors that enabled the subsequent continuity of this type of business, for instance, the sector that is relevant to the region. The authors draw on a resource-based view as well as the specifics of the family-owned business in an institutional context. They comment on the behaviour of family business from three perspectives – legal, managerial and economic. The intention of knowledge/evaluation system presented is to find the weaknesses in the family business structures in the Czech Republic, which opens the opportunity for the succession process and the subsequent professionalization of their solutions. The methodology is presented in ten case studies. The results of the evaluation showed considerable compliance with those assumptions defined in the literature on those family businesses that continued uninterrupted.
APA, Harvard, Vancouver, ISO, and other styles
24

Moyer, Jack. "Experiences in Business Continuity Planning." Proceedings of the Water Environment Federation 2014, no. 1 (October 1, 2014): 1–14. http://dx.doi.org/10.2175/193864714816100452.

Full text
APA, Harvard, Vancouver, ISO, and other styles
25

Müller, Anna-Luisa. "Business Continuity Management bei Finanzdienstleistungsunternehmen." HMD Praxis der Wirtschaftsinformatik 51, no. 3 (April 26, 2014): 339–49. http://dx.doi.org/10.1365/s40702-014-0045-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
26

Hinson, Gary. "Technical Briefing: Business Continuity Management." EDPACS 45, no. 3 (March 2012): 14–25. http://dx.doi.org/10.1080/07366981.2012.678125.

Full text
APA, Harvard, Vancouver, ISO, and other styles
27

Lavell, Joan L. "Business continuity plans: An overview." Journal of Investment Compliance 5, no. 2 (April 2004): 62–64. http://dx.doi.org/10.1108/15285810410636172.

Full text
APA, Harvard, Vancouver, ISO, and other styles
28

Bennett, John. "Business continuity and availability planning." Infosecurity 4, no. 3 (April 2007): 38. http://dx.doi.org/10.1016/s1754-4548(07)70072-4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
29

Hearnden, Keith. "Business continuity planning: Part 1." Computer Audit Update 1995, no. 5 (May 1995): 3–10. http://dx.doi.org/10.1016/s0960-2593(00)80034-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
30

Hearnden, Keith. "Business continuity planning: Part 2." Computer Audit Update 1995, no. 6 (June 1995): 3–7. http://dx.doi.org/10.1016/s0960-2593(00)80038-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
31

Hearnden, Keith. "Business continuity planning: Part 3." Computer Audit Update 1995, no. 7 (July 1995): 3–9. http://dx.doi.org/10.1016/s0960-2593(00)80043-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
32

Hearnden, Keith. "Business continuity planning: Part 4." Computer Audit Update 1995, no. 8 (August 1995): 3–13. http://dx.doi.org/10.1016/s0960-2593(00)80047-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
33

Thiel, Christian, and Christoph Thiel. "Business Continuity Management für KMU." Datenschutz und Datensicherheit - DuD 34, no. 6 (June 2010): 404–7. http://dx.doi.org/10.1007/s11623-010-0114-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
34

Ward, C., S. Agassi, K. Bhattacharya, O. Biran, R. Cocchiara, M. E. Factor, C. T. Hayashi, et al. "Toward transforming business continuity services." IBM Journal of Research and Development 53, no. 6 (November 2009): 7:1–7:15. http://dx.doi.org/10.1147/jrd.2009.5429035.

Full text
APA, Harvard, Vancouver, ISO, and other styles
35

Heng, Goh Moh. "Business Continuity Management Planning Methodology." International Journal of Disaster Recovery and Business Continuity 6 (November 30, 2015): 9–16. http://dx.doi.org/10.14257/ijdrbc.2015.6.02.

Full text
APA, Harvard, Vancouver, ISO, and other styles
36

Menkus, Belden. "Auditing the Business Continuity Plan." EDPACS 24, no. 3 (September 1996): 12–17. http://dx.doi.org/10.1080/07366989609452270.

Full text
APA, Harvard, Vancouver, ISO, and other styles
37

Tosh, Pritish K., Henry Feldman, Michael D. Christian, Asha V. Devereaux, Niranjan Kissoon, and Jeffrey R. Dichter. "Business and Continuity of Operations." Chest 146, no. 4 (October 2014): e103S-e117S. http://dx.doi.org/10.1378/chest.14-0739.

Full text
APA, Harvard, Vancouver, ISO, and other styles
38

Costello, Tom. "Business Continuity: Beyond Disaster Recovery." IT Professional 14, no. 5 (September 2012): 64. http://dx.doi.org/10.1109/mitp.2012.92.

Full text
APA, Harvard, Vancouver, ISO, and other styles
39

Brotherton, BA, Heather. "Disaster recovery and business continuity planning: Business justification." Journal of Emergency Management 8, no. 3 (2010): 57–60. http://dx.doi.org/10.5055/jem.2010.0019.

Full text
APA, Harvard, Vancouver, ISO, and other styles
40

Bajgoric, Nijaz. "Reengineering business information systems to support business continuity." International Journal of Business Continuity and Risk Management 8, no. 1 (2018): 11. http://dx.doi.org/10.1504/ijbcrm.2018.090581.

Full text
APA, Harvard, Vancouver, ISO, and other styles
41

Bajgoric, Nijaz. "Reengineering business information systems to support business continuity." International Journal of Business Continuity and Risk Management 8, no. 1 (2018): 11. http://dx.doi.org/10.1504/ijbcrm.2018.10011668.

Full text
APA, Harvard, Vancouver, ISO, and other styles
42

Hiruma, Yoshiki, and Kentaro Noda. "Survey on the Disaster Preparedness and Business Continuity of Companies in the Great East Japan Earthquake - Improving the Business Value by the Information Sharing and Disclosure of BCPs -." Journal of Disaster Research 7, no. 4 (June 1, 2012): 363–67. http://dx.doi.org/10.20965/jdr.2012.p0363.

Full text
Abstract:
This survey, based on a survey conducted by the Development Bank of Japan (DBJ), examines the effectiveness of existing disaster preparedness and business continuity efforts. In this paper, we want to point out the following points to present approaches for improving business continuity capability. First, it is necessary for businesses to share business continuity planning (BCP) information in-house, to expand this function in the future, and to create a mechanism for sharing information within the supply chain and industry groups. Second, the key is in improving business continuity capability for the three elements of: formulating BCP (soft countermeasures), improving response by sharing strategy and strengthening against earthquakes, and implementing hard countermeasures by developing a backup system. Third, it is important to incorporate elements of BCP into core business undertakings in order to ensure that business continuity efforts go beyond temporary measures alone (sustainable BCP).
APA, Harvard, Vancouver, ISO, and other styles
43

Van Der Merwe, S. P., E. Venter, and S. M. Farrington. "An assessment of selected family business values in small and medium-sized family businesses." South African Journal of Business Management 43, no. 4 (December 31, 2012): 17–31. http://dx.doi.org/10.4102/sajbm.v43i4.479.

Full text
Abstract:
This study highlights the influence of selected business family values on the success of small and medium-sized family businesses. Success, for the purpose of this study, is measured using two variables, namely Harmonious family relationships and Perceived future continuity. The primary objective of this study is twofold: firstly, to identify the potential influence of selected business family values on the success of family businesses and secondly, to make practical recommendations on actions that families in business can take to ensure harmonious family relationships and the future continuity of their family businesses. The target population of this study was small and medium-sized family businesses in South Africa, and a total of 931 individual questionnaires were returned from 173 family businesses. The data collected was subjected to various statistical analyses, including exploratory factor analysis, calculating Cronbach alpha coefficients, and multiple linear regression analysis. The findings of this study show that the more family members perceive fair treatment in the family business, the more harmonious family relationships and perceptions of business continuity will be. In addition, the perceived level of trust, commitment and effective communication has a positive influence on family harmony and business continuity. This study has added to the empirical body of family business research, and provides an important first step in gaining insights into selected family business values that influence the effective functioning of family businesses.
APA, Harvard, Vancouver, ISO, and other styles
44

Elliott, Dominic, Brahim Herbane, and Ethn´ Swartz. "Business Continuity Management: A Test of Continuity between Economic Sectors." Risk Management 2, no. 1 (January 2000): 27–38. http://dx.doi.org/10.1057/palgrave.rm.8240038.

Full text
APA, Harvard, Vancouver, ISO, and other styles
45

Chauhan, Rahul, and Hendra Martha Fauzy. "THE INFLUENCE OF BRAND TRUST IN MEDIATING CONSUMER ONLINE BEHAVIOR AGAINST BUYING INTEREST IN ONLINE STORES (CASE STUDY OF HYPERMART ONLINE SHOP IN INDONESIA)." Dinasti International Journal of Digital Business Management 1, no. 3 (May 14, 2020): 471–84. http://dx.doi.org/10.31933/dijdbm.v1i3.294.

Full text
Abstract:
The invasion of online stores in Indonesia is very massive, proven by various applications and online stores that are known to have operated and used services by the people in Indonesia. Changes in consumer shopping behavior from offline to online have become routine habits in daily behavior. This raises challenges for retail businesses in business continuity. To maintain business continuity, retail (offline store) must diversify by opening an online store. Having an online store or digital business format is expected to be able to maintain business continuity with the support of brand trust owned by offline stores.
APA, Harvard, Vancouver, ISO, and other styles
46

Fikri, Ahmad Maulana, Faisal Fachrureza, Nadine Octaraisya, Nur Amalia Agustyana, M. Gilvy Langgawan Putra, and Dwi Nur Amalia. "Implementation of Business Continuity Planning Methodology in Making Business Continuity Planning Documents at PT. XYZ." JBTI : Jurnal Bisnis : Teori dan Implementasi 12, no. 1 (August 30, 2021): 50–62. http://dx.doi.org/10.18196/jbti.v12i1.10854.

Full text
Abstract:
PT. XYZ is a company engaged in the communication sector. As a company with a national scale, PT. XYZ has various risks that must be faced, ranging from natural disasters, human disturbances, and disruption due to technology. The existence of disruption risks can disrupt the company's operational activities. A business continuity plan document is created to find out what steps the company must take to minimize damage due to disruption. Making a business continuity plan or BCP starts from the project initiation stage, risk assessment, business impact analysis, mitigation strategy development, plan development, training, testing, auditing. The results obtained from this research are in the form of BCP documents used by PT. XYZ in response to a disturbance. With the BCP, PT. XYZ can respond to a disruption that occurs and quickly restore business operations.
APA, Harvard, Vancouver, ISO, and other styles
47

Aleksandrov, Mark N., and Svetlana V. Aleksandrova. "THE METHODOLOGY OF BUSINESS CONTINUITY MANAGEMENT." Ideas and Innovations 8, no. 3-4 (2020): 164–71. http://dx.doi.org/10.48023/2411-7943_2020_8_3_4_164.

Full text
APA, Harvard, Vancouver, ISO, and other styles
48

Ganesh, R. Ram. "Business Continuity Plan - The “X” Factor." Management Accountant Journal 56, no. 9 (September 30, 2021): 52. http://dx.doi.org/10.33516/maj.v56i9.52-54p.

Full text
APA, Harvard, Vancouver, ISO, and other styles
49

Bonafede, Concetto, Paola Cerchiello, and Paolo Giudici. "Statistical models for business continuity management." Journal of Operational Risk 2, no. 4 (December 2007): 79–96. http://dx.doi.org/10.21314/jop.2007.037.

Full text
APA, Harvard, Vancouver, ISO, and other styles
50

Supriadi, Leni Sagita Riantini, and Low Sui Pheng. "Business continuity management for Indonesian contractors." Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 166, no. 1 (February 2013): 31–42. http://dx.doi.org/10.1680/mpal.10.00068.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the bibliographies on the topic 'Business Continuity' for other source types:
Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography