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Perceptions of
Continuity Management in an Irish Semi-state Organisation
Assunta Delany and David O’Donnell
The Intellectual Capital Research Institute of Ireland, Ballyagran,
Ireland
delanyadsl@eircom.net,
david.odonnell@ireland.com
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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.
Keywords:
continuity management; knowledge management; culture |
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