| Managing adversity: understanding some dimensions of organizational resilience IHS Sawalha Management research review 38 (4), 346-366, 2015 | 180 | 2015 |
| A contemporary perspective on the disaster management cycle IH Sawalha foresight 22 (4), 469-482, 2020 | 121 | 2020 |
| Crisis and disaster management in Jordanian hotels: practices and cultural considerations IHS Sawalha, LE Jraisat, KAM Al‐Qudah Disaster Prevention and Management: An International Journal 22 (3), 210-228, 2013 | 113 | 2013 |
| Quality control and supply chain management: a contextual perspective and a case study LE Jraisat, IH Sawalha Supply Chain Management: An International Journal 18 (2), 194-207, 2013 | 95 | 2013 |
| Collaboration in crisis and emergency management: Identifying the gaps in the case of storm ‘Alexa’ IHS Sawalha Journal of Business Continuity & Emergency Planning 7 (4), 312-323, 2014 | 51 | 2014 |
| Organisational performance and business continuity management: a theoretical perspective and a case study IHS Sawalha Journal of business continuity & emergency planning 6 (4), 360-373, 2013 | 50 | 2013 |
| The Arabic culture of Jordan and its impacts on a wider Jordanian adoption of business continuity management I Sawalha, J Meaton Journal of business continuity & emergency planning 6 (1), 84-95, 2012 | 36 | 2012 |
| Continuity culture: A key factor for building resilience and sound recovery capabilities IHS Sawalha, JR Anchor, J Meaton International Journal of Disaster Risk Science 6, 428-437, 2015 | 29 | 2015 |
| Business continuity management: use and approach’s effectiveness IH Sawalha Continuity & Resilience Review 2 (2), 81-96, 2020 | 27 | 2020 |
| A context-centred, root cause analysis of contemporary terrorism IH Sawalha Disaster Prevention and Management: An International Journal 26 (2), 183-202, 2017 | 26 | 2017 |
| Views on business continuity and disaster recovery IH Sawalha International Journal of Emergency Services 10 (3), 351-365, 2021 | 19 | 2021 |
| Business continuity management and strategic planning: The case of Jordan IH Sawalha University of Huddersfield, 2011 | 17 | 2011 |
| Business continuity management in emerging markets: The case of Jordan I Sawalha, J Anchor Journal of Business Continuity & Emergency Planning 5 (4), 327-337, 2012 | 16 | 2012 |
| Early Warning Indicators for Monitoring Non Performing Loans in Jordanian Banking System U Fendi, I Sawalha, J Shamieh, OO Jaara International Journal of Business and Social Science 8 (6), 104-114, 2017 | 11 | 2017 |
| Business continuity management in Jordanian banks: Some cultural considerations IHS Sawalha, JR Anchor, J Meaton Risk Management 14, 301-324, 2012 | 11 | 2012 |
| Behavioural response patterns: an investigation of the early stages of major incidents IH Sawalha foresight 20 (4), 337-352, 2018 | 10 | 2018 |
| After the crisis: repairing a corporate image IH Sawalha Journal of Business Strategy 41 (6), 69-80, 2020 | 9 | 2020 |
| Little details that make a difference: a value-based approach to disaster management IH Sawalha, JM Shamieh, J Meaton Journal of Business Continuity & Emergency Planning 12 (2), 180-192, 2018 | 8 | 2018 |
| In search of the causes of disasters IH Sawalha International Journal of Emergency Services 7 (2), 86-99, 2018 | 6 | 2018 |
| Business continuity management in Jordanian banks: Sectoral and national Influences IH Sawalha, JR Anchor, J Meaton The University of Huddersfield, 2011 | 6 | 2011 |
Julia MeatonReader in Sustainability, University of HuddersfieldVerified email at hud.ac.uk
Julia MeatonReader in Sustainability, University of HuddersfieldVerified email at hud.ac.uk