Organizational resilience is vital for limiting the impact of major disruptions, including pandemics, geopolitical tensions, and climate-related emergencies. Traditional business continuity management (BCM) and its continuity plans often provide an essential foundation, yet may not fully meet operational needs. This paper proposes and applies an innovative Continuity Governance (CG) framework, positioned as an additional BCM stage. The CG approach reinforces resilience by improving routine operational performance, lowering dependence on contingency activation, and supporting stable functioning during non-crisis periods. The study utilizes a contextual evaluation of the CG framework, supported by a case study conducted in a Research Technology Organization (RTO) using interviews and survey instruments. Findings confirm the model’s value in decreasing continuity-related incidents, with observable benefits in the participating RTO. Designed for flexibility and transferability, the CG framework can be adopted by diverse organizations across multiple industries. This contribution advances existing knowledge by embedding continuity practices into everyday operations, reducing excessive reliance on formalized plans, and strengthening resilience capabilities. The results offer practical guidance for organizations seeking improved preparedness for disruptions and more robust operational stability within increasingly complex environments.
