## 6 Discussion, a Perspective, and an Outlook for Future Research
### BCM Components  
The SLR results highlighted some thematic groups in the research, communicated by organisations or studies in the health, oil, banking, or financial organisations activity sectors. Figure 8 depicts these thematic groups. Figure 8 (he arrows represent the dependence of the groups) includes thematic research groups in a structural representation of BCM components, as outlined in Table 4. The shapes added to the BCM components in Figure 8 indicate a trend driven by the presence of more publications on these subjects. Within Figure 8, two significant research areas have been introduced: emergency response and crisis management. Additionally, Figure 8 incorporates the \"mass trauma\" domain, which encompasses considerations regarding how pandemics or infectious disease  
Figure 8: Areas represented in the publications included in the SLR. Source: [2]. outbreaks can impact business processes and the preparations needed to address the resulting events. These considerations should be integrated into the BCP design, including the readiness of teleworking resources supported by ICT. The broader area of research concerning \"natural disasters\" is also represented in Figure 8, recognising that natural disasters constitute the most prevalent sources of business process disruptions and sometimes even infrastructure damage. Consequently, the BCP must encompass strategies for dealing with the repercussions of events triggered by natural disasters. It should document alternative arrangements for BC, particularly in regions frequently affected by natural disasters or for teleworking initiatives. Technical failures, like hardware or software malfunctions, and human threats such as terrorism, are also noted as factors leading to business disruptions in publications, prompting the need for adequate and timely planning. Thus, the strategic guidelines for BCP design must take into account the support and recommendations provided in publications covering these areas. Among the publications, 42 discuss aspects of BCM program management, while 11 delve into the management of BCM components as projects. For example, out of the 29 publications related to the \"administration support\" component, 17 address program or project management commitments. \"Understanding the organisation\" is another relevant perspective, with 17 publications focusing on raising awareness about BC. Concerning organisational culture within BCM programs or projects, 14 publications acknowledge its significant impact on all stages of BCP design and implementation, along with activities related to the plan-do-check-act (PDCA) cycle referenced in the ISFs. Risk assessment (RA) is a critical step in BCP design, as evidenced by 39 publications dedicated to this topic out of the 167 addressing risk-related issues. Among these, 20 publications offer strategic guidelines for RA. Information security issues feature prominently in 25 publications, with 12 specifically focusing on cybersecurity and cyberattacks. Furthermore, 10 publications delve into data centres and cloud computing, discussing their strategic design and implementation to enhance BCP. Financial loss risk is a focal point in 10 publications, often serving as a justification for BC investments. Supply chain continuity risk is another concern, highlighted in 12 publications, touching on relationships with service or product providers and outsourcing in 8 publications. BIA, a crucial aspect of BCP, is the subject of 58 publications. Among them, 15 publications present frameworks or methodologies for addressing BIA, sometimes integrated with risk assessment and BCP. Eight publications relate BIA to information systems and ICT. Five publications address information- and data-related concerns, while six are dedicated to recovery objectives. Moreover, 11 publications explore strategies for analysing the impact of natural disasters. The ICT strategy, a component of the BCM strategy, garners 129 publications in total, with 33 offering clear ICT strategy guidelines.