الفهرس 
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Abstract
A Proposed Framework for Enhancing Competitive Advantage through Business Continuity Management Factors”An empirical study on Telecommunication industry in greater Cairo”
Introduction
Over the past couple of decades, the turbulent business environment has grown more competitive. The demand to protect the continuity of critical business services has become more crucial than ever before. Wherefore, most of the prominent international organizations and national governments advise companies to invest and to respond to crises in different ways. Since then, the adoption of strong BCMS is inevitably emphasized to sustain the organization‘s competitive advantage (K. Venclova, H. Urbancova, 2013; Drewitt, 2013). BCM become the main driver for enhancing corporate risk resilience, and for surviving under excessive institutional and environmental pressures (Sawalha, 2013) Despite BCM turn into a matter of great interest to businesses trying to combat negative forces and as a pillar for the firm value creation (Herbane et al.,2004), the empirical studies on its contribution to sustaining the organizations’ competitive advantage are still scarce. The literature remains primarily from a realistic perspective and focuses primarily on a small sample or concentrates on the BCM phases (Green, 2014). In addition, the prior studies provide different opinions for the BCM critical factors. This study is therefore intended to fill up this gap by proposing a framework that describes the role of BCM factors in sustaining the organizations competitive advantage through IT infrastructure flexibility
Research Problem Competitive dynamics and global trends force companies to take action to guarantee their business continuity. In Egypt, following the global financial crisis of 2008, the situation has become worse as organizations that experienced an economic decline in 2011 reached their peak particularly after the Arab Spring revolutions that placed many
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organizations in a critical position. Organizations are in a real challenge to combat such negative forces and continue their businesses. BCM is therefore become a vital success factor to ensure the continuity of business operations and preserve the firm‘s competitive advantage (Wong, 2019) In terms of the BCM implementation, path, and crucial success factors, prior literature had different views (Leong, 2014). As such, there is no framework for business or IS continuity management that has been verified academically (Järveläinen, 2013). Besides, the critical success factors for implementing BCM/DRP are not validated (Chow, 2000; Kelly, 2012). Moreover, BCM’s current research has been mostly limited to a small sample or focused on the phases of BCM (Green, 2014), it doesn‘t empirically investigate BCM role in preserving organizations’ value (Herbane, Elliott and Swartz, 2004; Torabi, Giahi and Sahebjamnia, 2016). Accordingly, through verification of the proposed research hypotheses and reasonably large sample size, there is an opportunity to present how the Egyptian telecom entities can sustain their competitive advantage through identifying the organization’s BCM critical factors. In other words, to further develop a framework which show a detailed view of the pivotal linkage between BCM factors and competitive advantage
Research Questions
Few business frameworks academically verified the impact of BCM factors in preserving the competitive advantage. Besides, the need to identify BCM critical factors across different economic sectors become a necessity Accordingly, this study seeks answers to the following questions: • Do the Egyptian telecom organizations recognize the importance of applying BCMS? • What are the BCM critical factors within this industry? • Do the BCM factors significantly affect the competitive advantages of the Egyptian telecom organizations?
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• Does the IT infrastructure flexibility play a significant role in the relationship between BCM factors and organizations‘ competitive advantage?
Research Hypotheses
The role of BCM factors in preserving the organizations‘ competitive advantage has not been widely investigated. The previous literature on developing: Frameworks (Gibb and Buchanan, 2006 ; Järveläinen, 2013; Lin, Kao, and Chen, 2012), guidelines (Sarkoni, 2012; Sharp, 2007), success reports (Lokey, 2009; Smith, 2005), and patents (Mehrdad, 2011) practically in the field of management science / operational research has received little attention (Sahebjamnia et al.,2018). Nevertheless, the arguments of these studies emphasize the role of adopted a strong BCMS to encourage the growth of businesses and ensures the sustainability of competitive advantages (Herbane et al., 2004). In addition, an acknowledged for the notable importance of the BCM as a strategic management tool to reduce operating risk and its effects on core business operations also exist (Bakar, Z. A et al, 2016).
As previously stated the Literature has received different opinions for the BCM critical factors and their contribution to the business value, while some claim the embeddedness of continuity practices, management support, and external requirement are the primary driving factors (Järveläinen, 2013; Bakar, Z. A., Yaacob, N. A., & Udin, 2016), others assert the technology is the BCM key factor (Hoong, L. L., & Marthandan, 2011) Moreover, under the current effect of Covid-19 pandemic, the recent reports claim BC during Covid-19 has its critical contribution as BCM critical factor. Thus, This study going to test its hypotheses based on (Järveläinen, 2013; Leong and Marthandan, 2014; Bakar, Azbiya Yaacob and Udin, 2015) as summarized in the following table