The Strategic Effect of Crisis Management on Business Continuity Management in Corporate Organizations: A Case of Equitol Bank, Kenya
Corporate organizations today require a robust understanding of business continuity and they need to draw a wide plan on how they can deal with unexpected crises which hamper organizational success efforts and operational continuity. Corporate image, reputation, brand, trust and loyalty of all stakeholders in a corporate entity are key factors in the background of business continuity. An efficient and effective business continuity management plan is important for any corporate organization as it ensures information availability and that corporate organizations survive and continue to operate uninterrupted in the event of any crises that the organization may face. Business Continuity Management (BCM) aims at ensuring that the organization survives in the long run and as such it should be a key responsibility of senior management. Organizations need to be adequately prepared for any unexpected events which could interrupt the way they operate and their survival chances in both short and long run. Thus, this paper sought to examine the effect of crisis management on Business Continuity Management in Corporate organizations. The study adopted a case study design and was performed at Equitol Bank.  A sample of 60 respondents from a target population of 200 staff members was obtained using stratified random sampling technique. Questionnaire and document analysis were the main tools of data collection for the study. Data coding and analysis was done using qualitative and quantitative methods. Descriptive statistics such as means, and cumulative frequencies were employed in summarizing data. Chi-square correlation coefficient was computed to establish the level of significance of correlation between BCM and business continuity and BCM and crisis management). The study found that there is a positive and significant correlation between BCM and business continuity represented by (? 2 (58) =59.87, p < .05), and BCM and crisis management (? 2 (58) =67.065, p < .05). Keywords: Business Continuity, Business Continuity Management, Corporate Organizations, Crisis Management
Success factors for IS disaster recovery planning in Hong Kong
The organization of information technology components into effective enterprise information systems is fast becoming a basic infra‐structural and operational necessity for every organization and business sector. These information systems must be well managed, cost‐efficient, legal, and safe. There is a growing reliance upon IT in many organizations to the point of mission‐criticality. Ideas from disaster recovery planning (DRP) can and should be applied to installed information systems and the new information services whose continuous and reliable functioning may be vital to the organization. This paper reviews the literature concerning the factors that have been identified as essential to the development of DRPs in organizations. As a result of a survey study of four business sectors in Hong Kong: banking, manufacturing, trading, and hotels – the top five critical factors for a successful DRP in information systems are identified with the preferred patterns of DRP identical for three of these sectors.
Developing a Successful Network Disaster Recovery Plan
Concentrates on the preparation for and the procedures to be followed in creating a disaster recovery plan. The recovery strategy, recovery teams, procedures and action tests, and maintenance and testing are all discussed in some detail.