Relationship between Strategic Planning and Business Continuity Management of Private Security Firms in Kenya
The concept of business continuity management (BCM) has gained wide acceptance in recent years and it is key for the survival of any contemporary organization during crisis. However, some of the organizations have failed to reconsider the significance of creating awareness and being prepared for the unexpected. Companies must fully understand the importance of this concept and the impact it could have on the organization. Inadequate and ineffective actions and procedures have failed to address the organization’s business continuity threats. Hence, the goal of this study is to examine the importance of adding business continuity management plan into a company’s strategic planning. With 200 as the sample size from various security firms in Kenya the study sought to collect data using semi-structured questionnaires and interview guides. Descriptive statistics were therefore computed to obtain information thus; averages, frequency distributions and percentage distributions.
- i. Altman, W. (2006). When it all comes raining down. IEE Engineering Management, 46-48.
- ii. Bakar, Z. A., Yacoob, N. A., &Udin, Z. M. (2015). The Effect of Business Continuity Management Factors onOrganizational Performance: A Conceptual Framework. International Journal of Economics and Financial Issues, 5(Special Issue): 128-134. Retrieved August 21, 2015 from: http: www.econjournals.com.
- iii. Berrone, P., Gelabert, L., Fosfuri, A. &Gömez-Mejia, L. R. (2007). Can institutional forces create competitive advantage? Empirical examination of environmental innovation. Working Paper No. 723. IESE Business School: University of Navara. Retrieved on August 19, 2015 from http://www.www.iese.edu/research/pdfs/DI-0723-E.pdf.
- iv. Calderon, T.G.(2003). Assurance and recovery cost optimization in business continuity planning. Internal Auditing, 18(2):20 – 30.
- v. Chatterjee, B. (2008). Integrating business continuity as part of strategic planning. Retrieved on August 19, 2015 from http://www.cemag.us/articles/2008/04/integrating-business-continuity-part-strategic-planning.
- vi. Cooper, R. D., & Schindler, S. P. (2008). Business research methods (8th ed.). New Delhi: Tata McGraw-Hill Publishing Company Limited.
- vii. Cummings, J. (2005). The new business continuity. Network World, 22(20): 3-4.
- viii. Doughty, K. (2002). Business continuity: a business survival strategy. Accessed November 13, 2015 from: http://www.isaca.org/Content/ContentGroups/Member_Content/Journal1/2002 3/Business_Continuity_A_Business_Survival_Strategy.htm.
- ix. Duncan, W.J., Yeager, V.A., Rucks, A.C., &Ginter, P.M. (2010). Surviving organizational disasters. Business Horizons, 54(2): 135-142. Available at: http://dx.doi.org/10.1016/j.bushor.2010.10.005.
- x. Engemann, K. J., & Henderson, D.M. (2011). Business Continuity and Risk Management. Brookfield, Connecticut USA: Rothstien Association Inc., Publisher. Accessed July 13, 2015 from:www.rothstien.com.
- xi. Glenn, J. (2002). What is business continuity planning? How does it differ from disaster recovery planning? Disaster Recovery Journal. Accessed May 11, 2015 from: www.drj.com/articles/win02/1501- 14p.html.
- xii. Graham, J. &Kaye, D. 2006. A risk management approach to business continuity. Brookfield, Connecticut USA: Rothstein Associates Inc.
- xiii. Herbane, B. (2010). The evolution of business continuity management: a historical review of practices and drivers. Business History, 52(6): 978-1002. Accessed at: http://dx.doi.org/10.1080/00076791.2010.511185
- xiv. Hiles, A., & Barnes P. (2001). The definitive handbook of business continuity management. Chichester, UK: John Wiley and Sons Ltd.
- xv. Kombo, D. & Tromp, D. (2006). Proposal and thesis writing: An introduction of open learning. Nairobi: Causeway Press.
- xvi. Manning, B.R.M. (1999). Year 2000 and all that: securing business continuity. Engineering Science and Education Journal, 8(6):243 – 248.
- xvii. Matyusz, Z. (2012). The effect of contingency factors on the use of manufacturing practices and operations performance. (Unpublished PhD Thesis). Institute of Business Economics, Corvinus University of Budapest. Retrieved on August 19, 2015 from http://www.phd.lib.uni-corvinus.hu/655/2/Matyusz_Zsolt_den.pdf.
- xviii. Mongioi, F., McNally, L. & Thompson, R. (2009). Integrating measures for business continuity and transportation demand management to ensure regional emergency preparedness and mobility. Journal of Transportation Research Board, 2137:8594. DOI: http://dx.doi.org/10.3141/2137-10.
- xix. Muthukrishnan, R. (2005). The auditors role in reviewing business continuity planning. Information System Control Journal, 4. Accesssed August 18, 2015 from http://www.isaca.org/Journal/Piso-issues/2005/Volume-4.
- xx. Nathans, L. L., Oswald, F. L., & Nimon, K. (2012). Interpreting Multiple Linear Regression: A Guidebook of Variable Importance. Practical Assessment, Research & Evaluation, 17(9): 1-19.Retrieved August 30, 2015 from pareonline.net/getvn.asp?v=17&n=9.
- xxi. Ongas, S. A. (2013). The effects of business continuity plan in the insurance industry in Kenya: a case of the African trade insurance agency. (Unpublished MBA thesis) United States International University-Africa, Kenya.
- xxii. Reuvid, J. (2005). Managing business risk: a practical guide to protecting your business, (2nd ed). London: Sterling, Va Kogan Page.
- xxiii. Rudestam, K. E. & Newton, R. R. (1992). Surviving your dissertation. London: Sage.
- xxiv. Saleem, S. (2011), Do effective risk management affect organizational performance. European Journal of Business and Management, 3(3), 258-268.
- xxv. Sayana, S.A. (2005). Auditing business continuity. Accessed November 13, 2015 from: http://www.isaca.org/Content/NavigationMenu/Students_and_Educators/ IT_Audit_Basics/ Auditing_Business_Continuity.htm.
- xxvi. Serenko, A. Turel, O & Yol, S. (2006). Moderating roles of user demographics in the american customer satisfaction model within the context of mobile services. Journal of Information Technology Management, 17(4): 20 – 32.
- xxvii. Sundström, G., & Hollnagel, E. (2006). Learning how to create resilience in business systems. In Hollnagel, E., Woods, D.D. & Leveson, N. (eds.). Resilience engineering: concepts and precepts. Aldershot, UK: Ashgate.
- xxviii. Thomas, B.B.,&Preston, L.W.(2005). Insuring business continuity. Strategic Finance, 86(11):34 – 39.
- xxix. Toigo, W. (2003). Disaster recovery planning: preparing for the unthinkable, (3rd ed.). Upper Saddle River, NJ: Prentice Hall PTR.
- xxx. Verman, A. G. (2011). Business continuity planning in the IT age: a railway sector case study. Journal of Business Management, 3(5): 11-36.
- xxxi. Weems, T. L. (1999). Business continuity planning-for the rest of us. Disaster Recovery Journal. Accessed April 14, 2014 from: http://www.drj.com/articles/fall99/weem.htm.
- xxxii. Wessels, E. (2007). Towards a framework for business continuity management: an IT governance perspective. (Unpublished Master-Informatics thesis). Available at: http://up.etd.
- xxxiii. Wong, W. N. Z. & Shi, J. (2014). Business continuity management system: A complete guide for implementing ISO 22301.
- xxxiv. Wong, W. N. Z. (2014). The role of leadership in business continuity management. Accessed August 22, 2015 from:http://www.koganpage.com/article/the-role-of-leadership-in-business-continuity-management.
- xxxv. Zhang, X., & McMurray, A. (2013). Embedding Business Continuity and Disaster Recovery within Risk Management. World Journal of Social Sciences, 3(3):61 – 70.
- xxxvi. Zsidisin, G. A., Melnyk, S. A., &Ragatz, G. L. (2005). An institutional theory perspective of business continuity planning for purchasing and supply management. International Journal of Production Research, 43(16):3401-3420. DOI: 10.1080/00207540500095613
Abstract Views: 169
PDF Views: 7