Organizational Promoting Factors for SME BCP (2)
Shinichi Okabe and Akio Nagahira
Tohoku University, 6-6-11-80 Aza-Aoba-ku, Sendai, Miyagi 980-8579, Japan
In Oct. 2013, one hundred small and medium enterprises (SMEs) were surveyed regarding their business continuity. 70% of the SMEs surveyed had implemented BCP. Our previous paper, “Organizational Promoting Factors for SME BCP,” reviewed the survey results using correlation and path analysis. The review found directives from the president to be the most influential factor of BCP implementation and that there were two different levels of BCP implementation and BCP embedding. Over 60% of the companies that had implemented BCP had had difficulties embedding BCP. Our previous paper identified the BCP environment and its four key component factors, including organizational BCP momentum and company-wide information sharing that would affect BCP embedding, among others. It also identified four key BCP advantages related to normal operations, including enhancing marketing advantage and building employee togetherness, which had a causal relationship with successful cases of BCP embedding. This paper reviews our previous survey results in detail to find key factors separately in tasks and problems as well as in corporate culture groups. It also re-identifies four factors in the tasks and problems group as well as three factors in the corporate culture group. This paper also analyzes the relationships among the perceived BCP advantages to determine if some of them affect the remaining advantages. It finds that organizational strategic risk/BCP mind and employees’ risk mind bring about other BCP advantages, which could be interpreted to mean that two minds , one top-down and one bottom-up, are critical in the BCP embedding stage.
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