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dc.contributor.authorNiemimaa, Marko
dc.contributor.authorJärveläinen, Jonna
dc.contributor.authorHeikkilä, Marikka
dc.contributor.authorHeikkilä, Jukka
dc.date.accessioned2019-12-04T10:20:49Z
dc.date.available2022-01-02T22:35:08Z
dc.date.issued2019
dc.identifier.citationNiemimaa, M., Järveläinen, J., Heikkilä, M., & Heikkilä, J. (2019). Business continuity of business models : Evaluating the resilience of business models for contingencies. <i>International Journal of Information Management</i>, <i>49</i>, 208-216. <a href="https://doi.org/10.1016/j.ijinfomgt.2019.04.010" target="_blank">https://doi.org/10.1016/j.ijinfomgt.2019.04.010</a>
dc.identifier.otherCONVID_30677595
dc.identifier.otherTUTKAID_81459
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/66650
dc.description.abstractCompany business models are vulnerable to various contingencies in the business environment that may unexpectedly render their business logic ineffective. In particular, technological advancements, such as the Internet of things, big data, sharing economy and crowdsourcing, have enabled new forms of business models that can effectively and abruptly make traditional business models obsolete. By disrupting or even diminishing companies’ revenue streams, environmental contingencies may present a significant threat to business continuity (BC). Evaluating the resilience of business models against these contingencies should therefore be a core area of BC. However, existing BC approaches tend to focus on the continuity of the resources and processes through which a particular business model is accomplished in practice but omit the business model itself. We argue that in order for BC approaches to become holistic and strategic, business models need to become a part of the BC considerations, entailing an expansion of the scope of BC from value preservation to value creation. We propose an approach of Strategic Business Continuity Management, which consists of two parts: (1) sustaining the continuity of the company business model (value preservation) and (2) evaluating and modifying the business model (value creation). We illustrate conceptually the value creation part with an example drawn from the sharing economy.fi
dc.format.mimetypeapplication/pdf
dc.language.isoeng
dc.publisherPergamon Press
dc.relation.ispartofseriesInternational Journal of Information Management
dc.rightsCC BY-NC-ND 4.0
dc.subject.otherbusiness continuity
dc.subject.otherdisaster recovery
dc.titleBusiness continuity of business models : Evaluating the resilience of business models for contingencies
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201912035112
dc.contributor.laitosInformaatioteknologian tiedekuntafi
dc.contributor.laitosFaculty of Information Technologyen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2019-12-03T13:15:09Z
dc.description.reviewstatuspeerReviewed
dc.format.pagerange208-216
dc.relation.issn0268-4012
dc.relation.numberinseries0
dc.relation.volume49
dc.type.versionacceptedVersion
dc.rights.copyright© 2019 Elsevier Ltd
dc.rights.accesslevelopenAccessfi
dc.subject.ysoliiketoimintamallit
dc.subject.ysoliiketoimintaympäristö
dc.subject.ysojakamistalous
dc.subject.ysomuutos
dc.subject.ysovarautuminen
dc.subject.ysoresilienssi
dc.subject.ysopalautuminen
dc.subject.ysoarvonluonti
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p21761
jyx.subject.urihttp://www.yso.fi/onto/yso/p6104
jyx.subject.urihttp://www.yso.fi/onto/yso/p27424
jyx.subject.urihttp://www.yso.fi/onto/yso/p277
jyx.subject.urihttp://www.yso.fi/onto/yso/p22460
jyx.subject.urihttp://www.yso.fi/onto/yso/p25253
jyx.subject.urihttp://www.yso.fi/onto/yso/p337
jyx.subject.urihttp://www.yso.fi/onto/yso/p21123
dc.rights.urlhttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.relation.doi10.1016/j.ijinfomgt.2019.04.010


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CC BY-NC-ND 4.0
Except where otherwise noted, this item's license is described as CC BY-NC-ND 4.0