Implementing Effective Business Continuity Management in Large Organisations: An Evaluation of Critical Success Factors The operating environment for organisations worldwide has been particularly turbulent over the past few years. The COVID-19 pandemic, extreme weather conditions, economic downturn, Brexit, and the war in Ukraine have produced many business challenges. This complex and challenging operating environment has greatly impacted the performance of health organisations and their ability to achieve strategic objectives and operational excellence. This thesis examines the implementation of Business Continuity Management (BCM) in the context of a large healthcare organisation within the UK National Health Service (NHS). It focuses on understanding how a large organisation can implement and embed BCM to enhance organisational resilience. A theoretical framework based on Critical Success Factors (CSFs), a method traditionally used to evaluate the success of technology projects, is used as a lens through which BCM implementation is examined. The key focus is identifying the CSFs that played a crucial role in ensuring the successful implementation of BCM within large organisations. The empirical research was undertaken using a longitudinal case study involving the investigation of the NHS Hospital Trust over ten years. The case study's findings reveal a set of CSFs that have impacted BCM implementation within the Trust, providing a framework to guide organisations embarking on similar implementation projects. From an initial list of 27 CSFs, five factors emerged that played a critical role in the effective implementation of the BCM programme: Endorsement by Senior Management, Stakeholder Engagement, Process and Organisational Redesign, reducing System Complexity, and the BC Champion.