Michael Müller-Camen

Michael Müller-Camen
Michael Müller-Camen

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Since September 2011 Michael Muller-­Camen is a Full Professor at the Insti­tute of Human Resource Manage­ment. His rese­arch concen­trates on Sustainable Human Resource Manage­ment (HRM). Within this emer­ging subject, his rese­arch focuses on Age Manage­ment, Green HRM, Indus­trial Rela­tions and Social Reporting. In addi­tion he is rese­ar­ching the impact of national insti­tu­tional diffe­rences on HRM and is explo­ring the link between quantum physics, manage­ment and spiri­tua­lity.

During the past two decades, Professor Muller-­Camen’s work has been widely published in peer-­re­viewed jour­nals inclu­ding the British Journal of Indus­trial Rela­tions, the British Journal of Manage­ment, the Journal of Manage­ment Studies, the Journal of Voca­tional Beha­vior, Human Rela­tions and Orga­ni­sa­tion Studies.

Professor Muller-­Camen began his career working in manage­ment in Germany. He completed his MSc at the London School of Econo­mics and his PhD at Birk­beck College, before begin­ning his career in academia. Prior to joining WU, Michael Muller-­Camen was a Professor of Inter­na­tional HRM at Midd­lesex Univer­sity, London, where he retains a visiting profes­sor­ship. He has also held academic posi­tions at the Univer­sity of Inns­bruck, the WU, DeMont­fort Univer­sity (UK) and the Inter­na­tional Univer­sity (Germany).

He is a co-e­ditor in chief of Zeit­schrift für Perso­nal­for­schung (German Journal of Rese­arch in Human Resource Manage­ment) and has received rese­arch grants from the Economic and Social Rese­arch Council (UK), The Anglo-­German Foun­da­tion for the Study of Indus­trial Society and the Euro­pean Union Trai­ning and Mobi­lity Rese­ar­cher Scheme.

At WU he is a member of the Equal Oppor­tu­nities Working Group, the works council and several self-go­vern­ment commit­tees.

Selected Publi­ca­tions

See also Google Scholar Profile at http://scholar.google.at/cita­tions?user=kGx3doo­AAAAJ&hl=de


Haddo­ck-­Millar, Julie, Sanyal, Chandana, Michael Muller-­Camen (2015) Green Human Resource Manage­ment: a Compa­ra­tive Study of a US MNC, Inter­na­tional Journal of Human Resource Manage­ment (in print)

Ehnert, Ina, Parsa, Sepideh, Roper, Ian, Wagner, Marcus and Michael Müller-­Camen (2015). Reporting on Sustaina­bi­lity and HRM: A Compa­ra­tive Study of Sustaina­bi­lity Reporting Prac­tices by the World’s Largest Compa­nies, Inter­na­tional Journal of Human Resource Manage­ment (in print).

Schroder, Heike, Muller-­Camen, Michael and Matt Flynn (2014). The Manage­ment of an Ageing Work­force: Orga­niza­t­ional Poli­cies in Germany and Britain, Human Resource Manage­ment Journal, Vol. 4, No. 4, 394–409.

Flynn, Matt, Upchurch, Martin, Muller-­Camen, Michael and Heike Schroder (2013). Trade Union Responses to Ageing Work­forces in the UK and Germany, Human Rela­tions, Vol. 66, No. 1, 45-64.

Jackson, Susan E., Renwick, Douglas W.S., Jabbour, Charbel J.C. and Michael Muller-­Camen (2011). State-of-t­he-Art and Future Direc­tions for Green Human Resource Manage­ment: Intro­duc­tion to the Special Issue, Zeit­schrift für Perso­nal­for­schung, Vol. 25, No. 2, 99-116.

Muller-­Camen, Michael, Crou­cher, Richard, Flynn, Matt and Heike Schroder (2011). National Insti­tu­tions and Employers´ Age Manage­ment Prac­tices in Britain and Germany: ‘Path Depen­dence’ and Option Explo­ra­tion, Human Rela­tions, Vol. 64, No. 4, 507-530.

Dick­mann, Michael, Muller-­Camen, Michael and Clare Kelliher (2009). Explo­ring Stan­dar­di­sa­tion and Know­ledge Networ­king Processes in Trans­na­tional Human Resource Manage­ment. Personnel Review, Vol. 38, No. 1, 5-25.

Tempel, Anne, Edwards, Tony, Ferner, Anthony, Muller-­Camen, Michael and Hartmut Wächter (2006). Subsi­diary Responses to Insti­tu­tional Duality: Collec­tive Repre­sen­ta­tion Prac­tices of US Multi­na­tio­nals in Britain and Germany, Human Rela­tions, Vol. 59, No. 11, 1543-1570.

Dick­mann, Michael and Michael Müller-­Camen (2006). A Typo­logy of Inter­na­tional Human Resource Manage­ment Stra­te­gies and Processes, Inter­na­tional Journal of Human Resource Manage­ment, Vol. 17, No. 4, 580-601.

Almond, Phil, Edwards, Tony, Colling, Trevor, Ferner, Anthony, Gunnigle, Paddy, Muller-­Camen, Michael, Quin­ta­nilla Javier and Hartmut Wächter (2005). Unra­ve­ling Home and Host Country Effects: An Inves­ti­ga­tion of the HR Poli­cies of an American Multi­na­tional in Four Euro­pean Coun­tries, Indus­trial Rela­tions, Vol. 44, No. 2, 276-306.

Muller-­Camen, Michael and Stefan Salz­geber (2005). Changes in Academic Work and the Chair Regime: The Case of German Busi­ness Admi­nis­tra­tion Acade­mics, Orga­niza­tion Studies, Vol. 26, No. 2, 271-290.

Giar­dini, Angelo, Kabst, Rüdiger and Michael Müller-­Camen (2005). HRM in the German Busi­ness System: A Review, Manage­ment Revue, Vol. 16, No. 1, 63-80.

Müller-­Camen, Michael, Mayr­hofer, Wolf­gang, Ledolter, Johannes, Strunk, Guido and Chris­tiane Erten­-Buch (2004). Pure Rhetorik? Popu­läre perso­nal­wirt­schaft­liche Hand­lungs­emp­feh­lungen der 1990er Jahre und ihre Umset­zung - eine inter­na­tional verglei­chende empi­ri­sche Analyse, Zeit­schrift für Perso­nal­for­schung, Vol. 18, No. 2, 164-182.

Harley, Sandra, Muller-­Camen, Michael and Audrey Collin (2004). From Academic Commu­nities to Managed Orga­ni­sa­tions: The Impli­ca­tions for Academic Careers in German and UK Univer­si­ties, Journal of Voca­tional Beha­viour, Vol. 64, No. 2, 329-345.

Ferner, Anthony, Almond, Phil, Clark, Ian, Colling, Trevor, Edwards, Tony, Holden, Len and Michael Muller-­Camen (2004). The Dyna­mics of Central Control and Subsi­diary Auto­nomy in the Manage­ment of Human Resources: Case Study Evidence from US MNCs in the UK, Orga­niza­tion Studies, Vol. 25, No. 3, 363-391.

Mayr­hofer, Wolf­gang, Muller-­Camen, Michael, Ledolter, Johannes, Strunk, Guido and Chris­tiane Erten­-Buch (2002). The Diffu­sion of Manage­ment Concepts in Europe: Concep­tual Conside­ra­tions and Longi­tu­dinal Analysis, Journal of Cross Cultural Compe­tence & Manage­ment, Vol. 3, 315-345.

Wächter, Hartmut and Michael Muller-­Camen (2002) Co-de­ter­mi­na­tion and Stra­tegic Inte­gra­tion in German Firms, Human Resource Manage­ment Journal, Vol. 12, No. 3, 76-87.

Mayer, Gerit, Andersen, Torben and Michael Muller (2001) Employ­ment Restruc­tu­ring and Flexi­bi­lity in Austrian and Danish Banking, Euro­pean Journal of Indus­trial Rela­tions, Vol. 7, No. 1, 71-87.

Muller, Michael (2000). Employee Repre­sen­ta­tion and Pay in Austria, Germany and Sweden, Inter­na­tional Studies of Manage­ment & Orga­niza­tion, Vol. 29, No. 4, 66-82.

Muller, Michael (1999). Human Resource Manage­ment under Insti­tu­tional Cons­traints –The Case of Germany-, British Journal of Manage­ment, Vol.10, Special Issue September, S31-S44.

Muller, Michael (1999). Enthu­si­astic Embrace or Critical Recep­tion? –The German HRM Debate-, Journal of Manage­ment Studies, Vol. 35, No. 4, 465-482.

Muller, Michael (1999). Unita­rism, Plura­lism and Human Resource Manage­ment in Germany, Manage­ment Inter­na­tional Review, Vol. 39, Special Issue 1999/3, 125-144.

Muller, Michael (1998). Human Resource and Indus­trial Rela­tions Prac­tices of UK and US Multi­na­tio­nals in Germany, Inter­na­tional Journal of Human Resource Manage­ment, Vol. 9, No. 4, 732-749.

Muller, Michael (1997). Insti­tu­tional Resi­li­ence in a Chan­ging World Economy: The Case of the German Banking and Chemical Indus­tries, British Journal of Indus­trial Rela­tions, Vol. 35, No. 4, 609-628.