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 system„but also clear recognition of the barriers, such barriers perceived to be mainly cultural.