Structured critical success factors model for business continuity management implementation in Malaysia SMEs

Abstract

Business Continuity Management is an essential Facilities Management strategic tool that able to help in ensuring the survivability of any business in times of disruptions. Accordingly, Small and Medium Enterprises that make up the largest business sector of world economy need to be protected from disruptions and provide fast and uninterrupted recovering system. However, while BCM has been in Malaysia for decade, most of the SMEs have low level of knowledge towards the existence of BCM and its importance towards their business organisations. They are also confronting difficulties in implementing BCM systemically. The success factors for the implementation of BCM in SMEs in the current academic resources are limited. There are objectives of this research intended to determine the CSFs and to describe the structural relationship between the CSFs for the successful BCM implementation on Malaysia SMEs. Based on literature review, 16 CSFs were identified as Top Management Commitment and Support, Industry Focus, Key Stakeholders, Human Resources, Cultural Changes, Ownerships, BCM Organisation, Financial and Budget, Effective Communication, Education and Training of BCM, Legislation, Participation of Facilities and Staff, BCP Committees, Awareness Campaign, Leadership, and Input of BCM Programme. Expert’s opinion interview through Interpretive Structural Modelling were sought to confirm the literature findings. The expert’s opinion were also sought to develop the relationship between the CSFs by converting the opinions into an ISM-based model through a step-by-step procedure of developing ISM-based model. The model revealed that, Top Management Commitment and Support is the major driving factor, followed by Industry Focused, Key Stakeholders, Human Resources, Cultural Changes, Ownership and Financial Budget respectively. Input of BCM Program is the most dependent factor followed by Effective Communication, Participation of Facilities and Staff, BCP Committees, Awareness Campaign and Leadership accordingly. The BCM Organisation and Education and Training of BCM were deduced as unstable for having strong dependency and driving power. Legislation was found to be disconnected because it does not influence other factors much for the successfulness of BCM implementation in Malaysia SMEs. A feasibility study was then conducted to compare the ISM-based model with the actual implementation in the aspects of social, technical and economic aspects hence empirically confirmed the established ISM-based structural model. In summary, this research has accomplished its objectives by providing the lists of CSFs required and consequently developing the structured relationship model between the CSFs that is essential in developing the strategies for the successful BCM implementation in Malaysia SMEs.