The concepts of business continuity management, operational resilience, and organizational resilience each refer to actions that businesses and organizations can take in anticipating and responding to disruptions. However, the existing definitions and usages are difficult to differentiate due to overlapping objectives, implementation processes, and outcomes. This article examines definitions and approaches for these three concepts and suggest a framework to operationalize methods and tools relevant to each. These definitions emphasize three dyads: risk versus resilience; organizational processes versus assets; and normal operating conditions versus crisis conditions. Using these dyads to differentiate the concepts of business continuity management, operational resilience, and organizational resilience can support planners in clarifying objectives and identifying which approach will be most beneficial as businesses or organizations plan for and encounter disruptions. This article evaluates these concepts by examining illustrative examples of disruptions and responses.

业务连续性管理、运营弹性和组织弹性的概念均指企业和组织在预测和响应中断时可以采取的行动。然而，由于目标、实施过程和结果重叠，现有的定义和用法很难区分。本文研究了这三个概念的定义和方法，并提出了一个框架来实施与每个概念相关的方法和工具。这些定义强调三个方面：风险与弹性；组织流程与资产；以及正常运行条件与危机条件。使用这些二元组来区分业务连续性管理、运营弹性、组织弹性可以支持规划者明确目标，并确定当企业或组织计划和遇到干扰时哪种方法最有益。本文通过研究中断和响应的说明性示例来评估这些概念。