| Customer, consumer and user involvement in product development: A framework and a review of selected methods MA Kaulio Total quality management 9 (1), 141-149, 1998 | 859 | 1998 |
| Ledarskap i organisationer G Yukl, M Kaulio Prentice-Hall, 2011 | 330 | 2011 |
| Project leadership in multi-project settings: Findings from a critical incident study MA Kaulio International Journal of Project Management 26 (4), 338-347, 2008 | 160 | 2008 |
| Initial conditions or process of development? Critical incidents in the early stages of new ventures MA Kaulio R&D Management 33 (2), 165-175, 2003 | 158 | 2003 |
| Supply-side resilience as practice bundles: a critical incident study M Dabhilkar, SE Birkie, M Kaulio International Journal of Operations & Production Management 36 (8), 948-970, 2016 | 123 | 2016 |
| Collaborative workplaces for innovation in service companies: barriers and enablers for supporting new ways of working C Manca, M Grijalvo, M Palacios, M Kaulio Service Business 12, 525-550, 2018 | 72 | 2018 |
| Critical incidents in R&D alliances: Uncovering leadership roles MA Kaulio, L Uppvall European Management Review 6 (3), 195-205, 2009 | 53 | 2009 |
| Strategic paths of academic spin-offs: A comparative analysis of Italian and Swedish cases E Bellini, G Capalldo, A Edström, M Kaulio, M Raffa, M Ricciardi, G Zollo Proceedings from the 44th ICSB Conference, Naples June 20-23., 1999 | 52 | 1999 |
| Experimental networks for business model innovation: A way for incumbents to navigate sustainability transitions? M Engwall, M Kaulio, E Karakaya, M Miterev, D Berlin Technovation 108, 102330, 2021 | 50 | 2021 |
| Triangulation strategies in user requirements investigations: a case study on the development of an IT-mediated service MA Kaulio, ICM Karlsson Behaviour & information technology 17 (2), 103-112, 1998 | 50 | 1998 |
| Double ambidexterity: How a Telco incumbent used business‐model and technology innovations to successfully respond to three major disruptions M Kaulio, K Thorén, R Rohrbeck Creativity and Innovation Management 26 (4), 339-352, 2017 | 48 | 2017 |
| Sustaining performance under operational turbulence: the role of lean in engineer-to-order operations SE Birkie, P Trucco, M Kaulio International Journal of Lean Six Sigma 8 (4), 457-481, 2017 | 45 | 2017 |
| Managing intensity in knowledge work: Self-leadership practices among Danish management consultants G Bäcklander, C Rosengren, M Kaulio Journal of Management & Organization 27 (2), 342-360, 2021 | 36 | 2021 |
| Structured relations between higher education institutions and external organisations: opportunity or bureaucratisation? A Broström, A Feldmann, M Kaulio Higher Education 78, 575-591, 2019 | 36 | 2019 |
| Customer-Focused Product Development: A Practice-Centred Perspective M Kaulio Chalmers tekniska högskola, 1997 | 33 | 1997 |
| Disentangling core functions of operational resilience: a critical review of extant literature SE Birkie, P Trucco, M Kaulio International Journal of Supply Chain and Operations Resilience 1 (1), 76-103, 2014 | 29 | 2014 |
| Entrepreneurship education ecosystems in engineering and technology (E4T) M Varano, E Kähkönen, H Aarnio, M Clavert, M Kaulio, K Thorén, ... Creativity, Innovation and Entrepreneurship for Engineering Education …, 2018 | 17 | 2018 |
| A psychological contract perspective on project networks MA Kaulio Project management journal 49 (4), 81-88, 2018 | 16 | 2018 |
| Project leadership in regional development coalitions: Horizontal and vertical challenges of trustkeeping A Thorkildsen, M Kaulio, M Ekman European Urban and Regional Studies 22 (4), 383-397, 2015 | 15 | 2015 |
| A model for outsourcing and governing of maintenance within the process industry L Söderberg, L Bengtsson, M Kaulio Operations Management Research 10, 20-32, 2017 | 14 | 2017 |
Paolo TruccoFull Professor, Politecnico di Milano - School of ManagementVerified email at polimi.it
