| Exploring the role of social capital in facilitating supply chain resilience N Johnson, D Elliott, P Drake Supply Chain Management: An International Journal 18 (3), 324-336, 2013 | 428 | 2013 |
| Business continuity management D Elliott, B Herbane, E Swartz Routledge, 2001 | 384 | 2001 |
| Exploring the barriers to learning from crisis: Organizational learning and crisis D Smith, D Elliott Management Learning 38 (5), 519-538, 2007 | 374 | 2007 |
| Business continuity management: time for a strategic role? B Herbane, D Elliott, EM Swartz Long range planning 37 (5), 435-457, 2004 | 361 | 2004 |
| Key readings in crisis management: Systems and structures for prevention and recovery D Smith, D Elliott Routledge, 2006 | 219 | 2006 |
| Football stadia disasters in the United Kingdom: learning from tragedy? D Elliott, D Smith Industrial & Environmental Crisis Quarterly 7 (3), 205-229, 1993 | 208 | 1993 |
| Crisis management and services marketing D Elliott, K Harris, S Baron Journal of Services Marketing 19 (5), 336-345, 2005 | 161 | 2005 |
| Exploring the failure to learn: Crises and the barriers to learning D Elliott, D Smith, M McGuinnes Review of Business 21 (3/4), 17, 2000 | 154 | 2000 |
| The failure of organizational learning from crisis–a matter of life and death? D Elliott Journal of Contingencies and Crisis management 17 (3), 157-168, 2009 | 149 | 2009 |
| Public inquiry: panacea or placebo? D Elliott, M McGuinness Journal of Contingencies and Crisis Management 10 (1), 14-25, 2002 | 133 | 2002 |
| Policy and practice: Recursive learning from crisis D Elliott, A Macpherson Group & Organization Management 35 (5), 572-605, 2010 | 111 | 2010 |
| Cultural readjustment after crisis: Regulation and learning from crisis within the UK soccer industry D Elliott, D Smith Journal of management studies 43 (2), 289-317, 2006 | 108 | 2006 |
| Just waiting for the next bang: business continuity planning in the UK finance sector D Elliott, E Swartz, B Herbane Journal of Applied Management Studies 8 (1), 43, 1999 | 78 | 1999 |
| Contingency and continua: achieving excellence through business continuity planning B Herbane, D Elliott, E Swartz Business Horizons 40 (6), 19-26, 1997 | 69 | 1997 |
| Greater than the sum of its parts: Business continuity management in the UK finance sector E Swartz, D Elliott, B Herbane Risk Management 5, 65-80, 2003 | 40 | 2003 |
| Out of sight, out of mind: the limitations of traditionalinformation systems planning E Swartz, D Elliott, B Herbane Facilities 13 (9/10), 15-21, 1995 | 35 | 1995 |
| Using social capital to organise for success? A case study of public–private interface in the UK Highways Agency N Johnson, D Elliott Policy and Society 30 (2), 101-113, 2011 | 32 | 2011 |
| A theatrical perspective on service performance evaluation: The customer-critic approach K Harris, R Harris, D Elliott, S Baron Journal of marketing management 27 (5-6), 477-502, 2011 | 27 | 2011 |
| UK business and environmental strategy: a survey and analysis of east midlands firms' approaches to environmental audit D Elliott, D Patton Greener Management International 13, 30-48, 1996 | 26 | 1996 |
| Governance, control and operational risk: the Turnbull effect D Elliott, S Letza, M McGuinness, C Smallman Risk Management 2, 47-59, 2000 | 24 | 2000 |
Denis Fischbacher-SmithResearch Chair in Risk and Resilience, University of GlasgowVerified email at glasgow.ac.uk
