Influence of Organizational Resources and Structure on Business Continuity Management of Private Security Firms in Kenya
Journal of Human Resource Management
Volume 6, Issue 1, March 2018, Pages: 18-25
Received: Jan. 9, 2018; Accepted: Jan. 18, 2018; Published: Feb. 17, 2018
Views 2543      Downloads 317
Richard Marisa, Department of Business Studies, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Daniel Oigo, Department of Business Administration and Management Science, Szent István University, Godollo, Hungary
Article Tools
Follow on us
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. Therefore, modern organizations must reconsider the significance of creating awareness and being prepared for the unexpected. This is so because in the event a catastrophe happens, it may interrupt an organization’s daily operations. Organizations should completely comprehend the significance of this idea and the effect it could have on the association. Sufficient and compelling activities and methods ought to be set up to address the association's business coherence dangers. The objective of this examination was to investigate the influence of organizational structure on BCM. The examination utilized two speculations Contingency Theory and Resource Based View Theory with the objective populace of the investigation being staff and different partners of private security associations. Stratified random sampling and purposive sampling will be employed to select the respondents. The findings from the study revealed that BCM emerged as the essential part to overall organization health that all sectors of business identify. BCM success depends on clearly defined strategic plans through planning by management. The strategic plans are laid down by the management of an organization which is defined by several elements in practice. The elements are categorically based on the organization structure, style, system and resources. Therefore, business continuity management is a combination of different elements of the organization.
Business Continuity Management, Strategic Advantage, Organization Structure, Private Securities and Organization Resources
To cite this article
Richard Marisa, Daniel Oigo, Influence of Organizational Resources and Structure on Business Continuity Management of Private Security Firms in Kenya, Journal of Human Resource Management. Vol. 6, No. 1, 2018, pp. 18-25. doi: 10.11648/j.jhrm.20180601.13
Copyright © 2018 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License ( which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Akram Jalal Karim, A. J. (2011). Business disaster preparedness: an empirical study for measuring the factors of business continuity to face business disaster. International Journal of Business and Social Science, 2 (18):183-192.
Alesi, P. (2008), Building enterprise-wide resilience by integrating business continuity capability into day-to-day business culture and technology. Journal of Business Continuity and Emergency Planning, 2, 214-220.
Almarri, K., & Gardiner, P. (2014). Application of resource-based view to project management research: supporters and opponents. Procedia-Social and Behavioral Sciences, 119: 437-445.
Bakar, Z. A., Yacoob, N. A., &Udin, Z. M. (2015). The Effect of Business Continuity Management Factors on Organizational Performance: A Conceptual Framework. International Journal of Economics and Financial Issues, 5 (Special Issue): 128-134. Retrieved August 21, 2015 from: http:
Baranyi, Á. (2001). Environmental strategy types used by Hungarian manufacturing Companies. (PhD thesis). PhD Program: BKÁE.
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
Chatterjee, B. (2008). Integrating business continuity as part of strategic planning. Retrieved on August 19, 2015 from
Díaz-García, M. C., & Carter, S. (2009). Resource mobilization through business owners' networks: is gender an issue? International Journal of Gender and Entrepreneurship, 1 (3): 226-252.
Dobák, M., & Antal, Z. (2010). Management and organization: creating and operating organizations. Aula Kiadó: Budapest.
Donaldson, L. (2008). Contingency theory (structural). Retrieved on August 19, 2015 from
Elliott, D. Swartz, E. & Herbane, B. (2010). Business continuity management: a crisis management approach. New York: Routledge.
Feurer, R., & Chaharbaghi, K. (1997). Strategy development: past, present and future. Training for Quality, 5 (2):58-70. Retrieved August 29, 2015 from
Graham, J. &Kaye, D. 2006. A risk management approach to business continuity. Brookfield, Connecticut USA: Rothstein Associates Inc.
Hassanain, M. A., & Al-Mudhei, A. (2006). Fire safety evaluation of motor fuel dispensing facilities. Structural Survey, 24 (1): 65-76.
Hyman, L., Lamb, J., & Bulmer, M. (2006). The use of pre-existing survey questions: implications for data quality. Proceedings of Q2006 European Conference on Quality in Survey Statistics. Retrieved August 30, 2015 from
Islam, J., & Hu, H. (2012). A review of literature on contingency theory in managerial accounting. African Journal of Business Management, 6 (15):5159-5164. DOI: 10.5897/AJBM11.2764.
Jafari, M., Chadegani, A., Biglari, V. (2011). Effective risk management and company’s performance: investment in innovations and intellectual capital using behavioural and practical approach. International Research Journal of Finance and Economics, 3 (15):780-786.
Johannisson, B. (1995). Paradigms and entrepreneurial networks–some methodological challenges. Entrepreneurship and regional development, 7 (3): 215-232.
Johnson, R. B., Onwuegbuzie A. J. & Turner, L. A. (2007). Toward a definition of mixed methods research. Journal of Mixed Methods Research, 1 (2):112–133. Available at: DOI: 10.1177/1558689806298224.
Karim, A. J. (2011). Business Disaster Preparedness: An Empirical Study for measuring the Factors of Business Continuity to face Business Disaster. International Journal of Business and Social Science, 2 (18): 183–192. Accessed from
Lam, W. (2002). Ensuring business continuity. IT Professional, 4 (3):19–25.
Malhotra, N. K., Hall, J., Shaw, M. & Oppenheim, P. (2002). Marketing Research: An Applied Orientation, Prentice-Hall, Sydney.
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
Neergaard, H., Shaw, E., & Carter, S. (2005). The impact of gender, social capital and networks on business ownership: a research agenda. International Journal of Entrepreneurial Behavior and Research, 11 (5): 338-357.
Porter, M. E. (2004). Competitive strategy. In B. de Wit and R. Meyer (eds.), Strategy process content, context: an international perspective. Thomson Learning: London, pp. 258-262.
Priem, R. L., & Butler, J. E. (2001). Is the resource based “view” a useful perspective for strategic management research? Academy of Management Review, 26 (1): 22-40.
Rauch, A., Wiklund, J., Lumpkin, G. T., & Frese, M. (2009). Entrepreneurial orientation and business performance: An assessment of past research and suggestions for the future. Entrepreneurship Theory and Practice, 33 (3): 761-787.
Saleem, S. (2011), Do effective risk management affect organizational performance. European Journal of Business and Management, 3 (3), 258-268.
Scott-Martinet, K. (2006). Strategic contingency planning. Unpublished MSc thesis in emergency services administration, University of Hawaii, West Oahu. Accessed from
Shuja, A. & Abbasi, A. s. (2015). An investigation of the impact of resource mobilization on business continuity management: a study on banking sector of Pakistan. Science International (Lahore), 27 (3): 2551-2558. Retrieved on February 24, 2016 from
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.
Verman, A. G. (2011). Business continuity planning in the IT age: a railway sector case study. Journal of Business Management, 3 (5): 11-36.
Wessels, E. (2007). Towards a framework for business continuity management: an IT governance perspective. (Unpublished Maste-Informatics thesis). Available at: http://up.etd.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186