Dual Continuity Leadership: Sustaining Information Systems and Business Continuity for Innovation and Resilience in High-Tech Firms

Amir Moslemi

Authors

Amir Moslemi Department of Industrial Engineering, WT.C., Islamic Azad University, Tehran, Iran https://orcid.org/0000-0001-5368-8660

Keywords:

Dual Continuity Leadership, Information Systems Continuity, Business Continuity, Organizational Innovation, Organizational Resilience, High-Tech Firms

Abstract

This study aimed to examine the direct and indirect effects of dual continuity leadership on organizational innovation and organizational resilience through information systems continuity and business continuity in high-tech firms. This quantitative, applied, cross-sectional study used a descriptive-correlational and explanatory design. The statistical population consisted of managers, supervisors, information technology specialists, research and development employees, and professional staff working in high-tech firms in Tehran, Iran. A total of 384 participants were included through a multistage sampling procedure. Data were collected using a structured questionnaire assessing dual continuity leadership, information systems continuity, business continuity, organizational innovation, and organizational resilience. Construct validity was examined through confirmatory factor analysis, while reliability was assessed using Cronbach’s alpha and composite reliability. Data analysis included descriptive statistics, Pearson correlations, confirmatory factor analysis, and structural equation modeling. Indirect effects were assessed using bootstrapping with bias-corrected confidence intervals. Dual continuity leadership significantly predicted information systems continuity (β = 0.62, p < .001) and business continuity (β = 0.59, p < .001). Information systems continuity significantly predicted organizational innovation (β = 0.31, p < .001) and organizational resilience (β = 0.26, p < .001), while business continuity significantly predicted organizational innovation (β = 0.22, p = .001) and organizational resilience (β = 0.42, p < .001). Dual continuity leadership also had significant direct effects on organizational innovation (β = 0.21, p = .001) and organizational resilience (β = 0.19, p = .002). Bootstrapping confirmed significant indirect effects through both continuity mechanisms, supporting partial mediation. The model explained 42.7% of the variance in organizational innovation and 51.6% of the variance in organizational resilience. Dual continuity leadership appears to strengthen innovation and resilience in high-tech firms by simultaneously sustaining critical information systems and essential business processes, indicating that integrated continuity-oriented leadership can function as both a protective and adaptive strategic capability.

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