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• 2020The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey436 cited
• 1985The War Trap Revisited: A Revised Expected Utility Model174 cited
• 1997A Critical Analysis Of USAir's Image Repair Discourse155 cited
• 1996Do Managers and Strategies Matter? A Study In Crisis*110 cited
• 2020Innovation management in crisis: patent analytics as a response to the COVID‐19 pandemic94 cited
• 1992An Information-Processing Model of Crisis Management88 cited
• 2011Responsible Leadership in Organizational Crises: An Analysis of the Effects of Public Perceptions of Selected SA Business Organizations’ Reputations77 cited
• 1990The sharpbenders: Achieving a sustained improvement in performance72 cited
• 1986The challenger tragedy and search for legitimacy53 cited
• 2025Handbook of Decision Analysis52 cited
• 1999Market Orientation and the Marketing Strategy Process46 cited
• 1990Multilateral negotiations: a spatial analysis of the Arab–Israeli dispute45 cited
• 2011The role of consumer ethical beliefs in product‐harm crises38 cited
• 2021Paradoxical tensions of the COVID-19 pandemic: a paradox theory perspective on the role of management control systems in helping organizations survive crises