| Business models in project-based firms–Towards a typology of solution-specific business models S Kujala, K Artto, P Aaltonen, V Turkulainen International Journal of Project Management 28 (2), 96-106, 2010 | 299 | 2010 |
| The integrative role of the project management office in the front end of innovation K Artto, I Kulvik, J Poskela, V Turkulainen International Journal of Project Management 29 (4), 408-421, 2011 | 295 | 2011 |
| Cross‐functional integration and performance: what are the real benefits? V Turkulainen, M Ketokivi International Journal of Operations & Production Management 32 (4), 447-467, 2012 | 226 | 2012 |
| Personal commitment, support and progress in doctoral studies M Martinsuo, V Turkulainen Studies in Higher Education 36 (1), 103-120, 2011 | 196 | 2011 |
| Why locate manufacturing in a high-cost country? A case study of 35 production location decisions M Ketokivi, V Turkulainen, T Seppälä, P Rouvinen, J Ali-Yrkkö Journal of Operations Management 49, 20-30, 2017 | 185 | 2017 |
| Integration in the global sourcing organization—An information processing perspective G Trautmann, V Turkulainen, E Hartmann, L Bals Journal of Supply Chain Management 45 (2), 57-74, 2009 | 181 | 2009 |
| Managing project stakeholder communication: the Qstock festival case V Turkulainen, K Aaltonen, P Lohikoski Project Management Journal 46 (6), 74-91, 2015 | 102 | 2015 |
| Factors influencing the choice of solution-specific business models S Kujala, J Kujala, V Turkulainen, K Artto, P Aaltonen, K Wikström International Journal of Project Management 29 (8), 960-970, 2011 | 101 | 2011 |
| Managing internal supply chain integration: integration mechanisms and requirements V Turkulainen, J Roh, JM Whipple, M Swink Journal of Business Logistics 38 (4), 290-309, 2017 | 91 | 2017 |
| Managing project-to-project and project-to-organization interfaces in programs: Organizational integration in a global operations expansion program V Turkulainen, I Ruuska, T Brady, K Artto International Journal of Project Management 33 (4), 816-827, 2015 | 90 | 2015 |
| Creating relational capital through socialization in project alliances K Aaltonen, V Turkulainen International Journal of Operations & Production Management 38 (6), 1387-1421, 2018 | 82 | 2018 |
| Organizing in the context of global project-based firm—The case of sales–operations interface V Turkulainen, J Kujala, K Artto, RE Levitt Industrial Marketing Management 42 (2), 223-233, 2013 | 81 | 2013 |
| Achieving efficiency and effectiveness in Purchasing and Supply Management: Organization design and outsourcing L Bals, V Turkulainen Journal of Purchasing and Supply Management 23 (4), 256-267, 2017 | 80 | 2017 |
| Managing integration in outsourcing relationships—The influence of cost and quality priorities R Kaipia, V Turkulainen Industrial Marketing Management 61, 114-129, 2017 | 66 | 2017 |
| Institutional explanations: Missing link in operations management? Insights on supplier integration V Turkulainen, K Kauppi, E Nermes International Journal of Operations & Production Management 37 (8), 1117-1140, 2017 | 54 | 2017 |
| Supply chain personnel as knowledge resources for innovation—a contingency view V Turkulainen, ML Swink Journal of Supply Chain Management 53 (3), 41-59, 2017 | 51 | 2017 |
| The concept of organisational projectification: past, present and beyond? H Maylor, V Turkulainen International Journal of Managing Projects in Business 12 (3), 565-577, 2019 | 42 | 2019 |
| Managing cross-functional interdependencies-the contingent value of integration V Turkulainen Teknillinen korkeakoulu, 2008 | 35 | 2008 |
| The contingent value of organizational integration V Turkulainen, M Ketokivi Journal of Organization Design 2 (2), 31-43, 2013 | 32 | 2013 |
| Institutionalization of a collaborative governance model to deliver large, inter-organizational projects K Aaltonen, V Turkulainen International Journal of operations & production management 42 (8), 1294-1328, 2022 | 29 | 2022 |
