| Complementarity and lean manufacturing bundles: an empirical analysis A Furlan, A Vinelli, G Dal Pont International Journal of Operations & Production Management 31 (8), 835-850, 2011 | 358 | 2011 |
| Lean and green in action: interdependencies and performance of pollution prevention projects A Galeazzo, A Furlan, A Vinelli Journal of cleaner production 85, 191-200, 2014 | 257 | 2014 |
| Interrelationships among lean bundles and their effects on operational performance G Dal Pont, A Furlan, A Vinelli Operations Management Research 1, 150-158, 2008 | 192 | 2008 |
| The green bullwhip effect: Transferring environmental requirements along a supply chain SY Lee, RD Klassen, A Furlan, A Vinelli International journal of production economics 156, 39-51, 2014 | 152 | 2014 |
| When the mirror gets misted up: Modularity and technological change A Furlan, A Cabigiosu, A Camuffo Strategic Management Journal 35 (6), 789-807, 2014 | 143 | 2014 |
| On the complementarity between internal and external just-in-time bundles to build and sustain high performance manufacturing A Furlan, G Dal Pont, A Vinelli International Journal of Production Economics 133 (2), 489-495, 2011 | 116 | 2011 |
| Risk sharing in supplier relations: an agency model for the Italian air‐conditioning industry A Camuffo, A Furlan, E Rettore Strategic Management Journal 28 (12), 1257-1266, 2007 | 104 | 2007 |
| Lean bundles and configurations: a fsQCA approach A Galeazzo, A Furlan International Journal of Operations & Production Management 38 (2), 513-533, 2018 | 85 | 2018 |
| The process of supply network internationalisation A Camuffo, A Furlan, P Romano, A Vinelli Journal of Purchasing and Supply Management 12 (3), 135-147, 2006 | 71 | 2006 |
| Routes towards supplier and production network internationalisation A Camuffo, A Furlan, P Romano, A Vinelli International Journal of Operations & Production Management 27 (4), 371-387, 2007 | 68 | 2007 |
| The organizational infrastructure of continuous improvement–an empirical analysis A Galeazzo, A Furlan, A Vinelli Operations Management Research 10, 33-46, 2017 | 67 | 2017 |
| Sustainable development and dynamic capabilities in the fashion industry: A multi‐case study A Da Giau, NJ Foss, A Furlan, A Vinelli Corporate Social Responsibility and Environmental Management 27 (3), 1509-1520, 2020 | 62 | 2020 |
| Modularity in KIBS: The case of third-party logistics service providers A Cabigiosu, D Campagnolo, A Furlan, G Costa Industry and Innovation 22 (2), 126-146, 2015 | 62 | 2015 |
| How do subcontractors evolve? A Furlan, R Grandinetti, A Camuffo International Journal of Operations & Production Management 27 (1), 69-89, 2007 | 62 | 2007 |
| Size, relationships and capabilities: a new approach to the growth of the firm A Furlan, R Grandinetti Human Systems Management 30 (4), 195-213, 2011 | 61 | 2011 |
| Unveiling the growth process: entrepreneurial growth and the use of external resources A Furlan, R Grandinetti, A Paggiaro International Journal of Entrepreneurial Behavior & Research 20 (1), 20-41, 2014 | 60 | 2014 |
| Organizational and perceived learning in the workplace: a multilevel perspective on employees’ problem solving A Furlan, A Galeazzo, A Paggiaro Organization Science 30 (2), 280-297, 2019 | 52 | 2019 |
| Spin-off performance in the start-up phase–a conceptual framework A Furlan, R Grandinetti Journal of Small Business and Enterprise Development 21 (3), 528-544, 2014 | 50 | 2014 |
| Customer‐supplier integration forms in the air‐conditioning industry A Furlan, P Romano, A Camuffo Journal of Manufacturing Technology Management 17 (5), 633-655, 2006 | 50 | 2006 |
| Product and organizational modularity: a contingent view of the mirroring hypothesis MF Sorkun, A Furlan European Management Review 14 (2), 205-224, 2017 | 48 | 2017 |
