1Selangor Business School, Menara PKNS, Petaling Jaya, Selangor
2Faculty of Business and Accountancy, Universiti Selangor, Section 7, Shah Alam, Selangor
Online published on 2 February, 2019.
This paper is to investigate risk management (RM) practices and contingency approaches (CA) as latent factors which can contribute towards improved business continuity planning (BCP) and business continuity management (BCM), both, resulting in higher levels of university resilience.
This paper is used to analyze the data with the application of a bootstrapping technique to decide the significance levels for loadings, and path coefficients.
The structural equation model with SmartPLS was done on 220 respondents of top management of the university e.g. Vice-Chancellor, Senate Boards, Deans of Faculties, Head of Departments, as well as non-academic managers such as Bursar, Registrar, Human Resource Managers, IT Managers, Head of Technical Departments, and Heads of Centres of Excellence. The sampling technique used is cluster sampling in public and private universities around Malaysia.
The finding showed that 50.6% variation in BCM is explained by BCP (β = 0.528, p < 0.01), along with RM (β = 0.079, p > 0.01) and CA (β = 0.164, p > 0.01). The findings also confirmed that both CA and RM have significant relationships with BCP, by explaining 61.1% variance.
This study emphasises on the needs of the university to include BCP and BCM in their agenda for its strategic management.
Risk management, contingency approach, business continuity planning, business continuity management, public, private, university
