| Cross-sector partnerships to address social issues: Challenges to theory and practice JW Selsky, B Parker Journal of management 31 (6), 849-873, 2005 | 1988 | 2005 |
| Hyperturbulence and the emergence of type 5 environments JE McCann, J Selsky Academy of Management Review 9 (3), 460-470, 1984 | 370 | 1984 |
| Platforms for cross-sector social partnerships: Prospective sensemaking devices for social benefit JW Selsky, B Parker Journal of business ethics 94, 21-37, 2010 | 364 | 2010 |
| Building agility, resilience and performance in turbulent environments J McCann, J Lee People & Strategy 32 (3), 44-51, 2009 | 347 | 2009 |
| The social context of corporate social responsibility: Enriching research with multiple perspectives and multiple levels A Athanasopoulou, JW Selsky Business & Society 54 (3), 322-364, 2015 | 187 | 2015 |
| Interface dynamics in cause-based partnerships: An exploration of emergent culture B Parker, JW Selsky Nonprofit and Voluntary Sector Quarterly 33 (3), 458-488, 2004 | 172 | 2004 |
| Business planning for turbulent times: new methods for applying scenarios R Ramirez, JW Selsky, K Van der Heijden Routledge, 2010 | 164 | 2010 |
| Lessons in community development: An activist approach to stimulating interorganizational collaboration JW Selsky The Journal of applied behavioral science 27 (1), 91-115, 1991 | 158 | 1991 |
| Mastering turbulence: The essential capabilities of agile and resilient individuals, teams and organizations J McCann, JW Selsky John Wiley & Sons, 2012 | 145 | 2012 |
| Community entrepreneurship: A framework for social change leadership JW Selsky, AE Smith The Leadership Quarterly 5 (3-4), 277-296, 1994 | 137 | 1994 |
| Strategic planning in turbulent environments: A social ecology approach to scenarios R Ramírez, JW Selsky Long Range Planning 49 (1), 90-102, 2016 | 128 | 2016 |
| When the stories are different: the influence of corporate culture mismatches on interorganizational relations MV Wilkof, DW Brown, JW Selsky The Journal of applied behavioral science 31 (3), 373-388, 1995 | 111 | 1995 |
| A maturing of systems thinking? Evidence from three perspectives J Barton, M Emery, RL Flood, JW Selsky, E Wolstenholme Systemic Practice and Action Research 17, 3-36, 2004 | 104 | 2004 |
| Contrasting perspectives of strategy making: applications in ‘hyper’environments JW Selsky, J Goes, ON Babüroğlu Organization Studies 28 (1), 71-94, 2007 | 103 | 2007 |
| Duality and paradox: Trust and duplicity in Japanese business practice S Johnston, JW Selsky Organization Studies 27 (2), 183-205, 2006 | 70 | 2006 |
| Agility and resilience in the face of continuous change JJ Jamrog, JEI McCann, JM Lee, CL Morrison, JW Selsky, M Vickers American Management Association, 2006 | 69 | 2006 |
| ‘Totally Un‐Australian!’: Discursive and Institutional Interplay in the Melbourne Port Dispute of 1997–98 JW Selsky, A Spicer, J Teicher Journal of Management Studies 40 (7), 1729-1760, 2003 | 52 | 2003 |
| Developmental dynamics in nonprofit-sector federations JW Selsky Voluntas: International Journal of Voluntary and Nonprofit Organizations 9 …, 1998 | 44 | 1998 |
| Managing disruptive change and turbulence through continuous change thinking and scenarios JW Selsky, JE McCann Business Planning for Turbulent Times, 189-208, 2012 | 31 | 2012 |
| Limits to Ecological Modernisation as a framework for sustainable fresh water governance PA Memon, NA Kirk, JW Selsky Land use policy 28 (3), 534-541, 2011 | 29 | 2011 |
