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The purpose of this study is to address the problem of a plethora of potential plans related to business continuity and disaster recovery.

A review of the relevant academic articles, standards and guidelines related to business continuity and disaster recovery was conducted, and the discussed plans include critical information infrastructure plans, disaster recovery plans, information system contingency plans, business continuity plans and continuity of operations plans.

The content of each plan is explained. A layered business continuity and disaster recovery model is proposed, which consolidates all plans in a coherent manner.

Relationships, similarities and differences among each pair of plans are discussed, and the longitudinal validity and applicability of plans are presented.

To discuss the requirements and implications of the US Securities and Exchange Commission’s (SEC’s) proposed new Rule 206(4)-4, which would require all SEC-registered investment advisers to adopt and implement written business continuity and transition plans (BCPs) reasonably designed to address operational and other risks related to a significant disruption in the investment adviser’s operations.

Explains the proposed rules’ definition of and specific requirements of BCPs, other requirements relating to annual reviews and record-keeping, practical considerations including advisers’ need to update and revise their BCPs, and the SEC’s request for comment on issues including possible additional obligations for certain types of clients, reporting of incidents to the SEC, and filing of BCPs with the SEC.

By arguably broadening its approach to the universe of risks that should be addressed in a BCP, the SEC potentially places a higher burden on the advisers to design their BCPs to anticipate all material risks that may become applicable or be responsible for a violation of their fiduciary duties to clients.

Given the detailed requirements of the Proposed Rules, including as interpreted by the Proposing Release, it is likely that most registered advisers would have to revisit and revise their BCPs if the rules are adopted.

Practical guidance from experienced securities, fund management, regulatory and compliance lawyer.

This paper explores the strategies and roles for the organisation’s corporate real estate function during times of increased uncertainty. Although business continuity planning (BCP) might appear to be a separate and unique effort, there are synergies between continuity planning and standard business planning functions. It is suggested that enterprises should avoid the historically common mistake of stove‐piped planning within the context of BCP. Rather, enterprises must fully embrace an integrated approach to business continuity from crossfunctional to cross‐informational. If done correctly, business continuity planning can become a strategic asset that fully leverages an essential factor, the corporate real estate function.

This paper aims at presenting the benefits from implementing IT service management (ITSM) in an organization for managing campus‐wide IT operations. In order to improve the fault correlation from business perspectives, we proposed a framework to automate network and system alerts with respect to its business service impact for proactive notification to IT operations management.

The authors first evaluate the effect of IT service management (ITSM) tools in practical adoption followed by experience sharing in developing management process modules in service outsourcing model. Three years of quantitative analysis using real operational data were used to present the effect on ITSM tools adoption. A framework was developed from the study of literatures in service management, incident prioritization, and business continuity planning. For the proposed framework, it consists of a hybrid case‐based and rule‐based reasoning module and a new approach which utilizing business continuity planning for service‐resource mapping with business criticality and user activities.

For the past decade in the IT industry, a paradigm shift in managing IT could be observed. People are concerned more in managing IT services instead of traditional device‐oriented IT system or network components. With the term “business‐driven IT services,” it has raised new challenges in the area of IT service management, especially with respect to the management of service level agreement with service provider and the management of system and network faults.

Further work should be carried out on the aspect of using real data for the framework as motivated by the limitations of the present study. Practical real data could help the reader to experience its quantitative benefits.

This paper highlights the value of effective IT service management, placing particular emphasis on service outsourcing consideration and the mechanism in service‐event correlation.

This paper illustrates the effect of ITSM tools adoption by analyzing real operation data. The proposed framework explicitly utilizes business continuity planning (BCP) processes to identify the relationships between business services and IT resources that helps to improve the IT service management.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

To explain guidance from the US Securities and Exchange Commission (SEC) Division of Investment Management concerning registered investment companies’ business continuity and transition plans (BCPs).

Discusses the SEC’s concerns with fund complexes’ operational complexity and reliance on technology and third-party service providers, lists notable practices in the BCPs of some registered fund complexes, and addresses practical considerations.

While the SEC staff recognizes that it is not possible for a fund complex to anticipate or prevent every business continuity event, the staff also believes that fund complexes’ preparedness would be enhanced if in addition to complying with the federal securities laws, fund complexes and their advisers consider additional factors related to BCPs discussed in the Guidance.

It would be prudent for the fund boards to consider discussing the Guidance with fund investment advisers and fund CCOs to determine the status of fund complex BCPs and any gaps related to the Guidance. Boards may also want to review with their counsel the current BCP reporting framework and any enhancements needed in light of the Guidance.

Practical guidance from experienced securities, fund management, regulatory and compliance lawyers.

Organisations utilise Business Continuity Management (BCM) to support sustained performance of electronic systems on which their core activities are based. These organisations require a tool that can be used to assess the maturity of their existing BCM processes. Through the examination of the banking sector of the United Arab Emirates, the purpose of this paper is to address the need for a BCM maturity model.

A tailored BCM maturity model was developed using a two‐stage approach; the first stage was developing a model based on the analysis of five existing models; and the second stage was validation of the developed model against the formulated objectives through the use of focus groups with ten UAE banks, comprising of three BCM experts for each bank.

The research found that the provision of a standard maturity model for BCM as a situational analysis tool for the banking sector is functional and can be the basis of a tool to address the gap in organisations in general to assess the maturity level of their BCM processes.

The developed model is limited to validation within a specific sector and geographically, with generic model validation being outside the scope of this research.

The framework provides different areas to which maturity can be assigned, various levels across quality and scope and how an overall BCM maturity of an organisation can be determined.

The development of a maturity model which could be used as a BCM self analysis tool is a significant addition to the BCM knowledge base.

COVID-19 has immensely disrupted business dynamism, providing catalyst innovation opportunities and transposing society's perception of disruptive technology (DT). This research increases the understanding of the impact of the pandemic in influencing the way organizations perceive DT and whether any mitigating factors were considered when deciding to adopt new technology during the pandemic.

A qualitative approach was adopted in this research, consisting of 14 semi-structured interviews with eight senior managers and six employees, representing both the private and public sectors in New Zealand. All participants had in-depth knowledge of organizational DT adoption during the pandemic. Two separate sets of semi-structured interviews were used to enable comparison between senior managers' and employees' experiences of organizational adoption of DT post-emergence of COVID-19. Due to the nature of this research being conducted on organizational adoption of DT during the pandemic, time constraints and sample size were two of the key limitations of this research. Specifically, potential participants widely cited unavailability due to additional pressure from COVID-19. Given the limited research in this area, this study is explorative by nature and adds significant insights to the literature.

The findings suggest that COVID-19 has contributed towards an increased acceptance of, reliance on and adoption of DT across both organizational and social landscapes. The authors found that one of the reasons COVID-19 expedites the adoption of DT correlates with the notion of technology dependency, with organizations citing DT as a viable part of a business continuity plan (BCP) to counter the unpredictability of ongoing disruptive events associated with COVID-19 or any similar disruption which may be on the horizon. These findings are highly relevant as they suggest that the labor market in New Zealand is flexible so organizations and employees can adapt to DT and COVID-19.

This research adds much-needed insight into the emerging field of research that examines COVID-19's impact on the adoption of DT from both management and employee perspectives.

The environmental exposures to humankind have increased in number and intensity over past decades introducing the possibility of extreme incidents with irreversible impacts on business and society. The global integration of business and cross-border financial flows supported by digital technology increase the complexity and uncertainty of the business environment. In this context, the behaviors of individual players are interdependent with potentially nonlinear and unpredictable outcomes ascribed to complex wicked problems. As a consequence, organizational decision-makers may pursue false objectives from misinformed causation where stringent score-card controls will exacerbate the problems. The resolution to wicked problems requires cross-functional and collective interactions supported by a collaborative corporate mindset. The conventional control-based management practices fall short in dealing with disruptive developments where value-based stakeholder collaboration can provide resilient responses to unexpected abrupt events.

The paper aims at defining a systemic framework for the implementation of business continuity management (BCM). The framework is based on the assertion that the implementation of BCM should be done through the systemic implementation of an “always-on” enterprise information system.

Systems approach is used in order to design a systemic framework for the implementation of continuous computing technologies within the concept of an always-on enterprise information system.

A conceptual framework has been proposed to develop a framework for a systemic implementation of several continuous computing technologies that enhance business continuity (BC) in the form of an “always-on” enterprise information system.

The paper identifies BC as a business pressure in internet era and suggests a systemic framework for implementation.