Michael Muller-Camen
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State-of-the-art and future directions for green human resource management: Introduction to the special issue
SE Jackson, DWS Renwick, CJC Jabbour, M Muller-Camen
German Journal of Human Resource Management 25 (2), 99-116, 2011
Dynamics of central control and subsidiary autonomy in the management of human resources: Case-study evidence from US MNCs in the UK
A Ferner, P Almond, I Clark, T Colling, T Edwards, L Holden, ...
Organization Studies 25 (3), 363-391, 2004
Unraveling home and host country effects: An investigation of the HR policies of an American multinational in four European countries
P Almond, T Edwards, T Colling, A Ferner, P Gunnigle, M Müller‐Camen, ...
Industrial Relations: A Journal of Economy and Society 44 (2), 276-306, 2005
Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies
I Ehnert, S Parsa, I Roper, M Wagner, M Muller-Camen
The International Journal of Human Resource Management 27 (1), 88-108, 2016
Contemporary developments in Green (environmental) HRM scholarship
DWS Renwick, CJC Jabbour, M Muller-Camen, T Redman, A Wilkinson
The International Journal of Human Resource Management 27 (2), 114-128, 2016
Human Resource and Industrial Relations Practices of UK and US Multinationals in Germany
M Muller
International Journal of Human Resource Management 9 (4), 732-749, 1998
Green human resource management: a comparative qualitative case study of a United States multinational corporation
J Haddock-Millar, C Sanyal, M Müller-Camen
The International Journal of Human Resource Management 27 (2), 192-211, 2016
From academic communities to managed organisations: The implications for academic careers in UK and German universities
S Harley, M Muller-Camen, A Collin
Journal of vocational behavior 64 (2), 329-345, 2004
Subsidiary responses to institutional duality: Collective representation practices of US multinationals in Britain and Germany
A Tempel, T Edwards, A Ferner, M Muller-Camen, H Wächter
Human Relations 59 (11), 1543-1570, 2006
HRMs role in corporate social and environmental sustainability
E Cohen, S Taylor, M Muller-Camen
A typology of international human resource management strategies and processes
M Dickmann, M Müller-Camen
The International Journal of Human Resource Management 17 (4), 580-601, 2006
Changes in academic work and the chair regime: The case of German business administration academics
M Muller-Camen, S Salzgeber
Organization Studies 26 (2), 271-290, 2005
Between home and host country: Multinationals and employment relations in Europe
M Muller-Camen, P Almond, P Gunnigle, J Quintanilla, A Tempel
Industrial Relations Journal 32 (5), 435-448, 2001
Human Resource Management under Institutional Constraints –The Case of Germany-
M Muller
British Journal of Management 10, S31-S44, 1999
Unitarism, Pluralism and Human Resource Management in Germany
M Müller
Management International Review Journal of International Business 39, 125-144, 1999
National institutions and employers’ age management practices in Britain and Germany:‘Path dependence’and option exploration
M Muller-Camen, R Croucher, M Flynn, H Schröder
human relations 64 (4), 507-530, 2011
HRM in the German business system: A review
A Giardini, R Kabst, M Müller-Camen
Management revue, 63-80, 2005
Trade union responses to ageing workforces in the UK and Germany
M Flynn, M Upchurch, M Muller-Camen, H Schroder
Human Relations 66 (1), 45-64, 2013
Co‐determination and strategic integration in German firms
H Wächter, M Muller‐Camen
Human Resource Management Journal 12 (3), 76-87, 2002
Exploring standardisation and knowledge networking processes in transnational human resource management
M Dickmann, M Müller‐Camen, C Kelliher
Personnel Review, 2009
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