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Organizational Promoting Factors for SME BCP
Shinichi Okabe and Akio Nagahira
Graduate School of Engineering, Tohoku University, 6-6-11-80 Aza-Aoba-ku, Sendai, Miyagi 980-8579, Japan
Received:January 6, 2014Accepted:June 24, 2014Published:October 1, 2014
Keywords:business continuity plan, SME, predisaster measures, employee togetherness
Abstract
The March 11, 2011, Great East Japan Earthquake seriously damaged industries in affected areas. Since then, the need to enhance corporate disaster resilience has risen to the top of management agendas. Business continuity plans (BCPs) are a high-priority task in establishing a company’s capabilities of quickly resuming key businesses within a preplanned time. Surveys indicate, however, that small and medium enterprises (SMEs) are behind in attaining disaster preparedness. We surveyed 100 motivated SMEs that took part in BCP implementation workshops. This review found two different stages – the first for implementing BCPs and the second for embedding BCPs. This survey indicated that 97% of SMEs taking part had implemented BCPs but only 40% had actually embedded them, and 30% had not embedded them. BCPs were implemented at a president’s instruction, but BCP embedding actually required additional factors related to employees and the company’s organizational environment. This review also found that the benefits of BCPs were becoming increasingly clear among companies that had implemented BCPs. It should be noted that BCP advantages are perceived in boarder fields of normal business operations by the surveyed companies that embedded BCP than companies that are not successful in embedding. This indicates those BCP should be implemented and embedded in the way that such normal business operation advantages would be perceived by companies and their members.
Cite this article as:S. Okabe and A. Nagahira, “Organizational Promoting Factors for SME BCP,” J. Disaster Res., Vol.9 No.5, pp. 849-857, 2014.Data files:
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