Paper Contents
Abstract
Business Continuity Management (BCM) has evolved from a reactive disaster recovery mechanism to a proactive, enterprise-wide resilience capability. However, empirical studies linking BCM strategies to organisational performance in emerging-market hospitality sectors remain sparse. This paper investigates the influence of five BCM dimensions; top management support, risk management, organisational preparedness, embeddedness of continuity practice, and effective training on the performance of hospitality companies in South-South Nigeria. A cross-sectional survey of 384 employees across hotel categories was analysed using descriptive statistics, correlation, and multiple regression. Results reveal that all five BCM dimensions significantly and positively affect organisational performance, with management support and preparedness emerging as the strongest predictors. The findings underscore BCMs role as a strategic resource that enhances resilience, service reliability, and competitiveness. The study extends the Resource-Based View, Stakeholder Theory, and Resilience Theory by showing that embedded BCM capabilities constitute valuable, rare, inimitable, and non-substitutable (VRIN) resources that foster sustainable performance. Practical implications highlight the adoption of ISO 22301-aligned frameworks, leadership-driven continuity governance, and institutionalised training programmes to strengthen resilience in Nigerias hospitality industry.
Copyright
Copyright © 2025 Margaret Ibifaa Oshiegbu. This is an open access article distributed under the Creative Commons Attribution License.
