A new Open Access paper seeks to provide clarity on the differences between business continuity management, operational resilience, and organizational resilience. Published in the International Journal of Disaster Risk Science, and authored by researchers from four different US and UK institutions, ‘Business Continuity Management, Operational Resilience, and Organizational Resilience: Commonalities, Distinctions, and Synthesis’ presents three ‘dyads’ that demonstrate the overlaps and distinctions for each concept. The authors say that these will allow planners to strategize for continuity or resilience following a disruption.
Abstract (published verbatim):
The concepts of business continuity management, operational resilience, and organizational resilience each refer to actions that businesses and organizations can take in anticipating and responding to disruptions. However, the existing definitions and usages are difficult to differentiate due to overlapping objectives, implementation processes, and outcomes. This article examines definitions and approaches for these three concepts and suggest a framework to operationalize methods and tools relevant to each. These definitions emphasize three dyads: risk versus resilience; organizational processes versus assets; and normal operating conditions versus crisis conditions. Using these dyads to differentiate the concepts of business continuity management, operational resilience, and organizational resilience can support planners in clarifying objectives and identifying which approach will be most beneficial as businesses or organizations plan for and encounter disruptions. This article evaluates these concepts by examining illustrative examples of disruptions and responses.