Matti A. Kaulio
Matti A. Kaulio
Associate Professor, KTH Royal Institute of Technology, Dept. of Industrial Economics and Management
Verified email at kth.se
Title
Cited by
Cited by
Year
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
7251998
Ledarskap i organisationer
G Yukl, M Kaulio
Prentice-Hall, 2011
2282011
Critical incidents in R&D alliances: Uncovering leadership roles
MA Kaulio, L Uppvall
European Management Review 6 (3), 195-205, 2009
1992009
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
1362003
Project leadership in multi-project settings: Findings from a critical incident study
MA Kaulio
International Journal of Project Management 26 (4), 338-347, 2008
1322008
Cultural barriers to the use of Western project management in Chinese enterprises: Some empirical evidence from Yunnan province
X Wang, L Liu
Project Management Journal 38 (3), 61-73, 2007
742007
Supply-side resilience as practice bundles: a critical incident study
M Dabhilkar, SE Birkie, M Kaulio
International Journal of Operations & Production Management, 2016
472016
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
471998
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
461999
Customer-Focused Product Development: A Practice-Centred Perspective
M Kaulio
Chalmers tekniska högskola, 1997
281997
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 (3), 525-550, 2018
252018
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
212017
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, 2017
192017
Structured relations between higher education institutions and external organisations: opportunity or bureaucratisation?
A Broström, A Feldmann, M Kaulio
Higher Education 78 (4), 575-591, 2019
172019
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
152014
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
132015
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
112021
Engineering management for integration
M Engwall, J Forslin, M Kaulio, M Norell, S Ritzén
DS 31: Proceedings of ICED 03, the 14th International Conference on …, 2003
112003
Specifications as mediating objects: On the tactical use of specifications in technical/product development work
MA Kaulio
3rd Int. Product Development Conf, 1996
111996
The role of academic spin-offs in connecting technological local assets in regional contexts: A comparative analysis of Italian and Swedish cases
E Bellini, G Capaldo, A Edström, M Kaulio, M Raffa, M Ricciardi, G Zollo
44th ICSB Conference, 1999
91999
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