## 6 Discussion, a Perspective, and an Outlook for Future Research
### Business Continuity Management  
Implementing an effective BCMS is challenging, demanding, time consuming, and holistic [61]. Consequently, there is a pressing need to streamline the organisational process of implementing a BCP and offer support in this endeavour. Given that SMEs often possess limited resources and expertise for BCMS implementation [15], it becomes essential to devise strategic guidelines for BCP implementation that can flexibly adapt to an organisation's maturity and capacities.  
Regarding motivation, the SLR has furnished the theoretical foundation [31] to underpin the development of a solution to the problem and its associated requirements. Through the SLR, it has been feasible to identify the various components and activities related to BCM from publications spanning the years 2000 to 2021, with a particular emphasis on those published from 2015 onwards. Consequently, it holds significance to identify the BCM components and the associated prerequisites in order to address the identified gaps and alleviate the constraints outlined in Section 1. When designing the BCP, it is crucial to take into account the recommendations offered by the strategic guidelines suggested by the publications resulting from the SLR. All the knowledge accumulated should be synthesised and integrated into a comprehensive set of guidelines aimed at simplifying the organisational processes involved in BCP development.  
Table 4 presents a summary of the number of publications grouped by components of the BCM that were used as a basis for understanding the main concerns and areas of interest in the BCM research area.  
\begin{table}
\begin{tabular}{c c} \hline \hline
**BCM Component** & **Number of Publications** \\ \hline Administration Support & 29 \\ BC Teams & 19 \\ Understanding the Organisation & 31 \\ Risk Assessment & 167 \\ Business Impact Analysis & 58 \\ BCM Strategy & 121 \\ ICT Strategy & 129 \\ Alternatives to Critical Functions & 26 \\ BCP Design and Implementation & 163 \\ BC Training & 20 \\ BCP Testing, Maintenance, and Analysis & 68 \\ \hline \hline \end{tabular}
\end{table}
Table 4: Quantitative synthesis of publications by BCM component.  
\begin{table}
\begin{tabular}{c c} \hline \hline
**Research Object** & **Main Studies** \\ \hline BC Culture & [38] \\ Strategy & [3, 39, 40, 41] \\ BC Management & [17, 42, 43, 44] \\ Crisis communication and Disaster Planning & [45, 46, 47, 48, 49, 50] \\ Risk Management and Business Impact Analysis (BIA) & [51] \\ Contingency Planning & [27] \\ ICT Governance in BCM & [52] \\ Information Systems Continuity & [53] \\ BCP & [13, 54, 55, 56, 57] \\ Supply Chain Management & [55] \\ Continuous Support to Customer & [58] \\ Change Management & [59] \\ \hline \hline \end{tabular}
\end{table}
Table 3: Research objects in the BC area.  
The data presented in Table 4 underscores the limited volume of publications that address the research objects of support and commitment of top management (administration support), understanding of the organisation, or BC training. It is imperative to take all thematic areas into account when formulating a BCP.  
However, the analysis presented in Table 4 revealed more publications addressing the risk assessment, business impact analysis, strategy for the BCM, or the ICT strategy. The BCP and DRP are mentioned in each SLR publication, considering that they are part of the research phrase.  
Despite the crucial role of BCP design, it is worth noting that there are no publications specifically focusing on BC teams as a research objective. However, 19 publications do mention this subject within the context of the BCM program.