Perceptions of Continuity Management in an Irish Semi‑state Organisation

Authors

  • Assunta Delany
  • David O'Donnell

Keywords:

continuity management knowledge management culture

Abstract

This paper draws on an exploration of continuity management (CM) in a large Irish semi‑state organisation in transition. Drawing on interviews with ten of the senior management team, findings are presented in terms of intellectual capital, replacement strategy, information sources, knowledge transfer to successors, tacit knowledge, CM systems, and barriers to CM implementation. There is a clear consensus in favour of introducing a CM systembut also clear recognition of the barriers, such barriers perceived to be mainly cultural.

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Published

1 Apr 2004

Issue

Vol. 2 No. 2 (2004)

Section

Articles

License

Open Access Publishing

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