| Strategic sport marketing A Karg, D Funk Routledge, 2020 | 844 | 2020 |
| The attraction, retention/transition, and nurturing process of sport development: Some Australian evidence K Sotiriadou, D Shilbury, S Quick Journal of sport management 22 (3), 247-272, 2008 | 330 | 2008 |
| The role of the board in building strategic capability: Towards an integrated model of sport governance research L Ferkins, D Shilbury, G McDonald Sport Management Review 8 (3), 195-225, 2005 | 298 | 2005 |
| Board involvement in strategy: Advancing the governance of sport organizations L Ferkins, D Shilbury, G McDonald Journal of sport management 23 (3), 245-277, 2009 | 282 | 2009 |
| A study of organizational effectiveness for national Olympic sporting organizations D Shilbury, KA Moore Nonprofit and voluntary sector quarterly 35 (1), 5-38, 2006 | 280 | 2006 |
| Professionalisation, sport governance and strategic capability D Shilbury, L Ferkins Managing leisure 16 (2), 108-127, 2011 | 279 | 2011 |
| Australian elite athlete development: An organisational perspective KP Sotiriadou, D Shilbury Sport management review 12 (3), 137-148, 2009 | 238 | 2009 |
| Sport management in Australia: An organisational overview D Shilbury, K Rowe Routledge, 2020 | 219 | 2020 |
| Developing board strategic capability in sport organisations: The national–regional governing relationship L Ferkins, D Shilbury Sport management review 13 (3), 235-254, 2010 | 215 | 2010 |
| Good boards are strategic: What does that mean for sport governance? L Ferkins, D Shilbury Journal of sport management 26 (1), 67-80, 2012 | 202 | 2012 |
| Sport development. Systems, policies and pathways: An introduction to the special issue D Shilbury, KP Sotiriadou, BC Green Sport management review 11 (3), 217-223, 2008 | 194 | 2008 |
| Corporate social responsibility in professional team sport organisations: Towards a theory of decision-making C Anagnostopoulos, T Byers, D Shilbury European Sport Management Quarterly 14 (3), 259-281, 2014 | 181 | 2014 |
| Sport governance encounters: Insights from lived experiences D Shilbury, L Ferkins, L Smythe Sport management review 16 (3), 349-363, 2013 | 181 | 2013 |
| A conceptual model for sport services marketing research: Integrating quality, value and satisfaction HM Westerbeek, D Shilbury International Journal of Sports Marketing and Sponsorship 5 (1), 3-23, 2003 | 171 | 2003 |
| The stakeholder dilemma in sport governance: Toward the notion of “stakeowner” L Ferkins, D Shilbury Journal of sport management 29 (1), 93-108, 2015 | 162 | 2015 |
| Increasing the focus on “place” in the marketing mix for facility dependent sport services HM Westerbeek, D Shilbury Sport Management Review 2 (1), 1-23, 1999 | 162 | 1999 |
| Implementing corporate social responsibility in English football: Towards multi-theoretical integration C Anagnostopoulos, D Shilbury Sport, Business and Management: An International Journal 3 (4), 268-284, 2013 | 153 | 2013 |
| Sport development and physical activity promotion: An integrated model to enhance collaboration and understanding K Rowe, D Shilbury, L Ferkins, E Hinckson Sport management review 16 (3), 364-377, 2013 | 145 | 2013 |
| A bibliometric analysis of four sport management journals D Shilbury Sport Management Review 14 (4), 434-452, 2011 | 137* | 2011 |
| Examining board member roles, functions and influence: A study of Victorian sporting organizations D Shilbury Deakin University, 2001 | 134 | 2001 |
Lesley FerkinsAUT University, Auckland New ZealandVerified email at aut.ac.nz