Abstract
PurposeThis research aims to examine the influences of preceding implementation phases on succeeding phases of business continuity management (BCM) comprising leadership, strategy, planning, application and maintenance.Design/methodology/approachData were gathered from 216 automotive parts manufacturers in Thailand. Descriptive statistics were employed to measure the maturity level of BCM implementation components. Path analysis of structural equation modeling was used to test hypotheses.FindingsThe study's findings found that the intensity of BCM elements decreased following the implementation phases. Leadership and strategy had the highest mean score, while maintenance had the lowest. Preceding phases had significant positive effects on succeeding phases. The direct impact of leadership on maintenance was much weaker than its indirect impact through strategy, planning and application.Originality/valueThis is one of the first examples of empirical research to investigate the sequential links between preceding and succeeding BCM implementation components. Strategic BCM elements and systematic implementation can improve and sustain BCM in the automotive parts industry in Thailand.
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