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Thank you for reaching out. Jens or a member of his team will respond shortly. For urgent matters please call +64 21 516 326 directly.

Board Adviser & Global Strategy Consultant & Representative of foreign Firms & Governments

Intelligent Advice
for the long
game.

Thirty-five years of corporate leadership across four continents — helping develop sustainable, highly competitive organisations. Two Royal Honours in New Zealand. Available for Board governance support and senior strategy engagements across New Zealand and the Asia-Pacific region.

35+Years Leadership
9Published Books
2,000+Leaders as Clients

Why owners, leaders and Boards engage Jens

// Governance

Rigorous Board Oversight

Deep expertise in corporate governance frameworks, risk oversight, and accountability structures — shaped by real-world directorships, such as Director and Audit Chair for the $1+ Billion PHARMAC Crown entity for longer than 9 years.

// Strategy

Long-Range Global Strategic Vision

Experience across many sectors and countries gives Jens rare perspective on what separates strategies that endure from those that stall. Commercially literate, analytically disciplined, superbly experienced, like when a Swiss medical technology firm needed to decide between continuing with a distributor in the USA - or setting up their own subsidiary.

// Culture

Cross-Cultural Intelligence

Having led across Germany, Switzerland, the UK, the USA, Australasia, and Asia, Jens brings genuine international cultural fluency — a critical asset for New Zealand organisations with global ambitions. He understand the unique relationship NZ firms have with Maori and is hugely supportive of Te Tiriti-founded leadership.

// Leadership

Executive Capability Building

Bespoke upskilling programmes for leadership teams — from emerging managers to C-suite performers. Built on published research and sharing the journeys of 100s of leaders, not on off-the-shelf frameworks. Incisive, effective and unique to you. A huge success for the leadership team of a large NZ education center provider, to develop capacity for new and innovative strategies.

// Transformation

Organisational Change

Proven track record managing complex cultural transformations across mergers, restructures, and market pivots — with the intellectual rigour to underpin every decision with evidence and precedent. This worked exceptionally well with a very large national office supply chain, where new company directors were onboarded.

// Not-for-Profit

Purpose-Led Governance

One of few strategists with a dedicated publication on not-for-profit excellence. Jens understands the unique fiduciary, stakeholder, and mission-alignment pressures facing Crown entities and NGOs, shaped from more than a decade of Trusteeship on the Pukehinahina Trust, supporting plans to bring a Maori Land War museum to Tauranga.

"Having operated at senior level across four continents, I understand that the best governance is always locally informed — and internationally tested."
Professor Dr Dr Jens Mueller ONZM MNZM
FGNZ Fellow, Governance New Zealand; FCG Fellow of the Governance Institute

Experience & Credentials

Jens Mueller has been a global strategy Professor and practising business leader for nearly 40 years, working throughout Asia, Europa, USA and Australia/New Zealand. His career spanning corporate boardrooms and government advisory roles where he has advised organisations and Government leaders on their most consequential decisions.

His work sits at the intersection of governance, global competitive strategy, and organisational culture. He has led companies through rapid growth phases, cross-border expansion, cultural integration following acquisition, and the development of succession-ready leadership pipelines.

Very approachable and connecting well with clients at all levels, Jens is incisive and drills down quickly to the relevant issues that require solutions.

With nine books on governance, leadership, and cultural transformation, Jens brings both the academic rigour and the practical scar tissue that the most demanding boards require. His "Mueller Minute" short video series — with over 300 episodes — demonstrates his ability to distil complex strategic concepts into actionable insights.

Interaction Style
No-nonsense practical, cutting to the chase quickly, laser-focused on tangible outcomes
Hands-on Experience
35+ years, $1M–$1B organisations
Published Works
9 books — Governance, Leadership, Culture, Strategy with 100+ more Research Contributions
Qualifications
PhD Governance (Canterbury University, Christchurch) · Jur Dr (Western State College of Law, Los Angeles) · MS Adv Mgmt (Drucker Claremont University, California) · Executive MBA (Northern Illinois University, Chicago) · LLM (Golden Gate University of Law, San Francisco) · NZ Immigration Law Advice/Professional Coaching Graduate Diplomas
Sharp Focus
Corporate Governance · Global Strategic Planning · Culture Change · Executive Development · Corporate/Government Representations
Contact
j@mueller.nz  ·  NZ +64 9 88 99 888
 

USA +1 312 940 4945 · Melbourne +61 390 084298 · Buenos Aires +54 113 9893221 · Cape Town +27 600 369157 · Mexico City +52 559 0633885 · Helsinki +358 942 722454 · Sao Paulo +55 115 2423977 · Kiev +390 947 124886 · Geneva +41 225 017719 · London +44 186 5981327

How Jens will contribute to your success

 

Board/Governance Advice

Available for Board support of corporates, Crown entities, not-for-profit organisations and representation of foreign firms & governments. Contributes rigorous governance oversight, strategic challenge, and international market perspectives to boardroom deliberations.

Consider a "Governance Warrant of Fitness" as a holistic 360-degree review completed in less than 2 months.

 

 

Global Strategy Consulting

Practical strategic advice for organisations to navigate turbulence, transformation/growth, or complex competitive environments. Structured engagements from rapid-cycle reviews to multi-year partnerships, with clear accountability for outcomes.

Focus on operationalising intelligent strategies for real-life implementations.

 

 

Corporate/Government Representation

Support to create turn-key activities in Australia and New Zealand as initial beachhead/trial operations for market insights, or to establish fully-functional entities.

Draws on huge experience in entrepreneurially-inspired start-up businesses in Europe, USA and New Zealand.

 

 

Executive Upskilling

High-impact leadership development for individual leades and senior management teams. Content is bespoke, grounded in real case studies, and designed to build durable strategic capability — not momentary motivation. Delivered in-person or in hybrid formats.

Highly intuitive learning environments with discussions of what works, rather than what is just talk of the day!

 

 

New service — SME boards & NFP trustees

Governance Warrant of Fitness

Most New Zealand boards have never had an independent, structured review of whether they are genuinely governing well. The Governance WoF delivers a rigorous 360° assessment across ten dimensions of board health — with every score benchmarked against comparable NZ organisations, so you know exactly where your board sits. Completed in under eight weeks, in plain English, with a practical action plan your board will actually use.

For SME boards and NFP trustees across New Zealand. From $4,160 + GST. NFP concessions available.

Governance WoF New Zealand
Ten-dimension board health assessment
NZ peer benchmarking — sector & size matched
Confidential director interviews
Plain-English report & action log
Signed WoF Certificate, valid 3 years
Delivered in under 8 weeks

New service — boards & trustees across New Zealand

Does your Board pass its
Governance Warrant of Fitness?

Most New Zealand boards have never had an independent, structured review of whether they are actually governing well. The Governance WoF delivers a rigorous 360° assessment across ten dimensions of board health — with every score benchmarked against comparable NZ organisations, so you know exactly where your board sits. Completed in under eight weeks, in plain English, with a practical action plan your board will actually use.

Ten-dimension framework NZ peer benchmarking Confidential director interviews Plain-English report Signed WoF Certificate Under 8 weeks

Delivered by a Fellow of Governance New Zealand (FGNZ) & Fellow of the Governance Institute (FCG) · From $4,160 + GST · NFP concessions available

Governance WoF New Zealand
10Dimensions assessed
<8Weeks to deliver
3yrCertificate validity

Published Works

2014
Governance in Action Globally
Strategy, process, and the reality of corporate governance across international markets. A practitioner's essential reference.
Read it here
2012
Contemporary Challenges in Corporate Governance
Case-based exploration of governance dilemmas facing modern boards — from accountability failures to succession crises.
Read it here
2013
Non-Profit Excellence
Worldwide best-practice cases for purpose-led organisations navigating unique governance and performance pressures.
Read it here
2011
Lessons in Leadership
Real-world leadership case studies distilled into frameworks for executives navigating complexity and uncertainty.
Read it here
2015
Lessons in Changing &Cultures
How organisations successfully shift culture — with lessons from mergers, global expansions, and turnarounds.
Read it here
2012
Lessons in Leading & Change
When it comes to the topics of Change and Leadership there are theories and then there is reality. This is the most powerful way to take away tangible benefits to improve organisations.
Read it here
Mueller Minute 292
Transferable Skills
The value of developing transferable skills as a prerequsite to be able to shift into new roles.
Watch it here
Mueller Minute 311
Compare yourself to the Best
Unless you aim to compete with and then improve on, the absolutely best performers globally - you will never become relevant in the eyes of your stakeholders.
Watch it here
Mueller Minute 276
Fix issues Fast
The world around you does not owe you tranquility and a leasurely pace to lengthily investigate issues before you change. Fail fast, improve fast, be the best fast!
Watch it here
Mueller Minute 268
5 Governance Sins
Many owners, boards and leaders leave a lot of value unrealised when their governance is about operating rather than leading.
Watch it here
Mueller Minute 35
The best of Global Trade
There is no faster way to grow a business than to 'go global' - with a solid strategy to sweep several countries quickly.
Watch it here
Mueller Minute 301
Making Informed Decisions
You do not need to know everything - but you do need to make decisions that are fact-based!
Watch it here

A genuinely global perspective

Tauranga
Trustee, Pukehinihina Trust: Maori Land War Museum project
Chicago
New Swiss medical electronics start-up
Frankfurt
Scientific equipment strategies throughout Europe, Africa and Middle East
Los Angeles
Turnaround of $700 million German multi-hospital subsidiary
Kathmandu, Colombo, Manila, Chengdu, Dalian, Delhi, Chandigarh, Kochin, Beijing, Pokhara, Mumbai, Bengaluru, Chennai, Thiruvananthapuram, Ahmedabad, Vadodara, Pune, Cebu City, Singapore, Goa, Hyderabad, Kolkata, HaNoi
NZ Education recruitment agency establishment
Wellington
Councillor and Audit Chair: Royal Society Te Apārangi; Board Director $1+ Billion PHARMAC Crown Company
Hong Kong
Emerging NZ leader presentations to HSBC
Ulm/Germany
Upskilling of German specialist doctors to corporate strategy
Denver
Medical technology firm start-up and sale to Medtronic
Singapore, Adelaide, Bogota, Phnom Penh, Chicago, Cape Town, Dubai, Vienna, Shenzhen, Shantou, Shanghai, Bukarest, Brussels, Ho Chi Minh City, Skopje, Berlin, Amsterdam, Rome, Budapest
MBA/Leadership development
Auckland
Governance report to Cabinet: Labtest transition; Health System Capacity Report
 

 

"No one cares about you - possibly your pets and family excepted - but EVERYONE cares about your achievements. Let's build a legacy together!"

Professor Dr Dr Jens Mueller ONZM MNZM
FGNZ Fellow, Governance New Zealand; FCG Fellow of the Governance Institute

Start the conversation: Talk to me!

If you are looking for a Board/Governance Adviser, seek global strategy support, or want to develop your leadership team's capability — Jens welcomes a direct, confidential conversation to explore fit and purpose.

Engagements are structured around your specific needs, never with off-the-shelf packages - and we'll leave GPT to become a better machine while we work on becoming better humans...

Reach out to test whether we share similar chemistry and values.

Emailj@mueller.nz Phone+64 9 88 99 888 LinkedIn/in/profjensmueller WhatsApp+64 21 516 326 WeChatProfJens Book a ChatA free 30-minute conversation to set the scene and context

 

Whāia te mātauranga hei oranga mō koutou!

 

What Jens offers

Explore how Jens creates
Successes for You

Five substantive service areas — each built on 35 years of direct corporate experience, four continents of governance practice, and nine books of published research. No generic frameworks. Every engagement is tailored.

01 — Board/Governance Support
01

Board & Governance
Support

The most consequential contribution a governance strategist can make is to help improve board decision-making processes and focus on long-term strategic leadership (with US President Bill Clinton in Washington DC, 2000).

NZX-listedCrown EntitiesSOEsNot-for-ProfitPrivate BoardsAdvisory BoardsAudit & Risk

Jens supports Boards with the rare combination of academic governance rigour — anchored in published books on governance frameworks — and the practical instincts of someone who has sat on both sides of the board table across four decades of corporate life in local, national and global businesses of all sizes.

His contribution is characterised by incisive strategic challenge, deep cross-sector pattern recognition, and an international perspective that is directly relevant to New Zealand organisations competing globally. Jens is usually not interested in for-profit entities that limit themselves to small markets like New Zealand, ignoring the tremendous opportunities available offshore.

Jens takes on a limited number of governance clients at any time, ensuring meaningful engagement rather than a role collected for its title. Current sectors of particular interest include tertiary education, medical innovation, health systems, globally applicable technology, Maori-operated entities and unique/purpose-led organisations.

What Jens brings to a governance discussion

  • ✦Strategic challenge grounded in international comparable experience across many organisations in different sectors
  • ✦Governance expertise from published landmark books and hands-on directorship across private, public, and not-for-profit entities
  • ✦Cross-cultural intelligence across European, Asian, and Pacific markets — directly relevant to NZ export and growth strategies
  • ✦Leadership development lens — identifying succession risks, capability gaps, and executive team dynamics early
  • ✦Audit and Risk Committee capability, including digital/data governance and AI readiness
Board/Governance Adviser Profile

Clients may request a confidential profile including governance philosophy, current governance commitments, sector experience summary, and schedule of availability.

02 — Strategy Consulting
02

National & Global Strategy
Consulting

Organisations that endure do not stumble upon their strategy. They build it — deliberately, critically, and with honest eyes on global competitive realities.

Strategic ReviewsCompetitive AnalysisMarket EntryAsia-Pacific ExpansionTransformationTurnaround AdvisoryMergers, Acquisitions, Divestitures

Jens's consulting work is grounded in the reality that most organisations' strategies fail not in aspiration but in execution — because the internal capacity to deliver was never honestly assessed and costed.

Engagements are structured to move quickly from diagnosis to decision-ready insight. Jens works alongside leadership teams rather than presenting to them — building internal strategic capability rather than creating prolonged dependencies on external advisors.

With direct experience across organisations from $1M to $1B in turnover, spanning manufacturing, professional services, financial, primary industries, and public sectors, Jens brings genuine breadth of pattern recognition without losing a view of specificity for your situation.

Engagement formats

  • ✦Rapid strategic review — 4–8 weeks, delivering a clear competitive assessment and priority recommendations
  • ✦Strategy development — embedded advisory supporting your team through a full strategic planning cycle
  • ✦Market entry advisory — structured assessment and go-to-market framework for Asia-Pacific or European expansion
  • ✦Ongoing strategic retainer — monthly advisory access with structured quarterly strategic reviews
  • ✦Pre-transaction strategy review — independent assessment of strategic rationale ahead of acquisitions or major capital decisions
Representative result

A large multi-location $1+ Billion office supply wholesaler wanted a refresher workshop for its new Board members. Several sessions brought out significant contributions from each Board Director and left the group with a clear understanding how to instruct and monitor the CEO. The business continued to grow substantially.

Representative result

A critically needed non-profit organisation on the North Island of New Zealand needed an assessment of its governance effectiveness after the founding trustee left under stressful circumstances. Participating in several Board meetings and discussing matters confidentially with each Trustee, Jens drilled down to a handful of specific action items required to create a strong, outcome-focused Board.

Representative result

A leading professional services business in the education sector brought together its senior leaders to participate in a 10-week online TaLL (Teaching and Learning Leadership) programme. It created meaningful high-impact strategies to filter through the whole organisation, resulting in several proposals to the Board where staff suggested innovations in delivery.

03 — Representation of foreign interests
03

Representation of
Foreign Interests in New Zealand, Australia and the South Pacific region

The South Pacific represents excellent market opportunities for overseas firms - free trade agreements, APEC membership and worldy populations (with German President Steinmeier in Auckland, 2017).

Market ResearchCompetitive Landscape EvaluationLocal Partner SelectionsNew Management Team FormationCorporate Structure Set-UpFunding/Budget AssessmentKPI DevelopmentOperational Support

As a serial entrepreneur of globally successful businesses — including New Firm Formations and Acquisitions/Mergers — Jens is one of New Zealand's most experienced corporate strategists with an eye on operational practicalities.

His advisory work moves foreign start-up interests quickly beyond aspirational plans toward operational entities that exceed performance expectations. This means honest evaluations of plans, assessment of risk appetite, and a selection of uniquely qualified people with the correct talents for implementations that serve the organisation's long-term purpose rather than short-term fantasies.

Jens works with both the overseas and local stakeholders to help create an effective executive team that performs well in local markets and — not just for short-term achievements.

Representation advisory scope

  • ✦Review of market entry strategy, research data and budgets
  • ✦Creation of corporate entities suitable to achieve substantial growth through scale and scope
  • ✦Development of corporate governance structuce that are well balanced among overseas stakeholder interests and local realities
  • ✦Selection of 'glocal' managers to operate with local effectiveness and to global expectations.
  • ✦Identification of uniqueness factors that will contribute to intellectual property and brand identity.
  • ✦Ranking of opportunities to organically grow, merge, acquire or divest.
From the published work

Jens's 2014 text Governance in Action Globally is used in Director development programmes across multiple jurisdictions. Its case-based approach — drawing on governance failures and successes from 15 countries — provides the intellectual foundation for his advisory work with New Zealand organisations.

Executive Upskilling
04

Executive
Upskilling

The quality of an organisation's leadership is the single most reliable predictor of its long-term performance. It deserves serious investment.

Leadership RetreatsStrategy WorkshopsCulture ChangeSuccession PlanningIn-PersonHybrid DeliveryMueller Minutes

Jens designs and delivers bespoke capability development programmes for senior management teams, individually tailored to the organisation's strategic context, cultural starting point, and the specific gaps in the team's collective capability.

Programmes are built around real cases — including Jens's own published case studies — not generic frameworks repurposed from business school course outlines. Participants leave with immediately applicable insights and the intellectual tools to keep developing independently.

Custom versions of the flagship Mueller Minute series — over 300 short-form video modules on strategy, leadership, governance, and culture — can be licensed as a cost-effective complement to in-person delivery, maintaining momentum between workshop sessions and long beyond.

Programme options

  • ✦Leadership team retreat — one to three days, custom content, facilitated by Jens in person
  • ✦Strategic leadership series — monthly half-day sessions over six months, building cumulative capability
  • ✦Culture transformation programme — structured engagement anchored in Jens's Lessons in Changing Cultures framework
  • ✦Mueller Minute subscription — 9 or 20 custom video modules, tailored to your firm's topics, over 3–6 months
  • ✦Mentoring access — up to 2 hours per month of direct advisory access, structured around your priorities
Participant feedback

A Chief Executive who engaged Jens for a senior leadership team strategy programme described it as "the first time our team has had a genuine strategic conversation rather than a budget conversation dressed up as strategy." The programme resulted in three substantive strategic pivots implemented within six months.

Participant feedback

"Jens has an impact on his audoience that is hard to describe. Between his war stories and splendid humour, you are scared to miss the morsels of unimitable wisdom from decades of having led organisations globally. His memories are an incredible resource and inspiration for young leaders of today. I could have listened for hours longer!"

05 — Governance Warrant of Fitness
05

Governance
Warrant of Fitness

Every New Zealand vehicle needs a WoF before it carries passengers. Every board should know whether its governance is roadworthy before it carries the organisation forward.

Governance WoF New Zealand

Certificate valid 3 years

Signed by Jens Mueller as FGNZ Fellow & FCG Fellow of the Governance Institute

SME BoardsNot-for-ProfitCharitiesIncorporated SocietiesIwi TrustsFamily BusinessAdvisory Boards

The Governance WoF is a structured, confidential, 360-degree review of your board's effectiveness — conducted by one of New Zealand's most credentialled governance advisers, drawing on published research, 35 years of board-level practice across four continents, and firsthand experience of what governance failure actually looks like.

It is not a tick-box compliance audit. It is an honest, evidence-based assessment of whether your board is governing well — and a practical roadmap for where it must improve.

NZ Governance Benchmark

Every dimension score is benchmarked against comparable New Zealand organisations — segmented by sector and size — so your board knows not just its own rating, but exactly where it sits in the New Zealand governance landscape. Benchmarking draws on Jens's PhD research (University of Canterbury), nine published books on governance, and accumulated NZ board engagement data. An incorporated society is benchmarked against other incorporated societies — not against NZX companies.

Ten dimensions assessed

  • ✦Strategic leadership — is your board leading, or managing?
  • ✦Board composition & skills — do you hold the skills the organisation actually needs?
  • ✦Accountability & performance — how does the board hold the CEO accountable?
  • ✦Risk oversight — is the risk register current and the risk appetite meaningful?
  • ✦Fiduciary & legal compliance — are directors meeting their duties? Are conflicts managed?
  • ✦Financial governance — does the board challenge financial reports with rigour?
  • ✦Board culture & dynamics — is robust debate occurring? Is groupthink present?
  • ✦Stakeholder & mission alignment — is the board demonstrably advancing its purpose?
  • ✦Succession & renewal — are there credible succession plans for CEO and directors?
  • ✦AI readiness & digital governance — is oversight of emerging technology adequate?

What your board receives

  • ✦Plain-English WoF Report (20–35 pages) with Pass / Improvement Required / Critical Concern ratings per dimension, each benchmarked against NZ peers
  • ✦One-page WoF Dashboard with benchmark position indicator — suitable for funders, shareholders, or the Charities Commission
  • ✦Prioritised Board Action Log, co-developed with your board in a dedicated presentation session
  • ✦WoF Certificate of Completion, signed by Jens as FGNZ Fellow & FCG Fellow, valid for three years
  • ✦90-day follow-up call with the Chair to confirm momentum on priority actions
Investment

From $4,160 + GST for smaller boards (up to 5 directors) · $8,740 + GST for mid-size boards (5–9 directors) · $13,090 + GST for larger/complex boards. Registered charities with annual income under $1M are eligible for a 20% concession. Iwi trusts and Māori entities: fee discussed on a case-by-case basis. All fixed fees — no hourly billing. Delivered in under eight weeks.

How engagements work

Four steps from first contact
to measurable impact

01
Initial Conversation

A direct, confidential discussion — typically 30 minutes — to understand your situation and establish whether there is a genuine fit. No obligation, no pitch deck.

02
Scope Agreement

A clear, plain-English engagement scope is agreed — objectives, format, timeline, and fees. Jens does not use complex retainer structures or opaque pricing.

03
Active Engagement

Jens works directly — not through junior consultants or associates. You engage Jens and you get Jens, throughout the engagement.

04
Sustained Impact

Engagements are designed to build durable internal capability — not dependency. The measure of success is what the organisation does differently after Jens has finished.

Ready to start the conversation?

Email Directly
Begin the conversation

Engage
Jens

All engagements begin with a direct, confidential conversation. Tell us what you're working on — Board/Governance support, strategic advisory, or leadership development — and Jens will respond personally.

Select engagement type
Board Support

Asking Jens to help strengthen governance effectiveness at Board level, create an Advisory Board, or review the Audit/Risk Committee.

Strategy Consulting

Engaging Jens as a strategy advisor for a defined project, review, or ongoing advisory contributions.

Overseas Representation

Creating or representing new efforts overseas, in New Zealand and/or Australia

Executive Upskilling

Bespoke leadership development programmes for senior management teams or senior leaders.

Governance Warrant of Fitness

An independent 360° review of your board's health across ten dimensions, benchmarked against comparable NZ organisations. Delivered in under eight weeks.

Mentoring / Advisory Access

Ongoing monthly access to Jens for strategic guidance, sounding-board conversations, and decision support.

Other / Not Sure Yet

Tell us what you're working on and Jens will suggest the most appropriate engagement structure.

Your details
Your enquiry
Jens responds personally
within a few hours.

Direct contact

Prefer to reach out directly? Jens welcomes contact by phone, email, or WhatsApp for initial conversations.

→ → → →

"I treat every enquiry as confidential and respond personally. If the engagement isn't the right fit, I'll say so — and where I can, suggest who might be better placed."

— Jens Mueller
Academic Contributions

Research & Publications

Peer-reviewed journal papers, conference proceedings, and non-refereed publications spanning governance, strategy, entrepreneurship, and knowledge management.

Refereed Journal Papers (2018–present)

A-Rated · SNIP 2.52

Antonello Cammarano, Mirko Perano, Vincenzo Varriale, Francesca Michelino, Jens Mueller. A knowledge-based theoretical framework with nine strategic implementation models identified through machine learning to unlock business potential with gamification. Journal of Knowledge Management, 2025. doi:10.1108/JKM-08-2024-0954

A-Rated · SNIP 2.52

D'Amato, A., Festa, G., Vrontis, D., Mueller, J. and Rossi, M. Boosting crowdfunding via knowledge ecosystems: an exploratory analysis through a bibliometric literature review. Journal of Knowledge Management, 2025. doi:10.1108/JKM-08-2024-0949

A-Rated · SNIP 2.52

Pascucci, F., Pizzichini, L., Sabatini, A., Temperini, V. and Mueller, J. Knowledge-based dynamic capabilities for managing paradoxical tensions in circular business model innovation. Journal of Knowledge Management, Vol. 28 No. 11, pp. 255–282, 2024. doi:10.1108/JKM-01-2024-0108

A-Rated ABDC · SNIP 2.52

Saviano, M., Del Prete, M., Mueller, J. and Caputo, F. The challenging meet between human and artificial knowledge. Journal of Knowledge Management, Vol. 27 No. 11, pp. 101–111, 2023. doi:10.1108/JKM-12-2022-0940

B-Rated ABDC · SNIP 2.43

Verma, R., Arya, V., Thomas, A., Bolognesi, E. and Mueller, J. Does startup culture in the emerging country grow around societal sustainability? Journal of Intellectual Capital, 2023. doi:10.1108/JIC-07-2022-0162

B-Rated ABDC · SNIP 2.43

Prencipe, A., Boffa, D., Papa, A., Corsi, C. and Mueller, J. Unmasking intellectual capital from gender and nationality diversity on university spin-offs' boards. Journal of Intellectual Capital, 2022. doi:10.1108/JIC-08-2021-0207

B-Rated ABDC · SNIP 2.43

Fiano, F., Mueller, J., Paoloni, N., Farina Briamonte, M. and Magni, D. Evaluating fashion retailers' intellectual capital. Journal of Intellectual Capital, Vol. 23 No. 2, pp. 173–194, 2022. doi:10.1108/JIC-12-2019-0287

B-Rated ABDC · SNIP 2.43

Rehman, S.U., Ashfaq, K., Bresciani, S., Giacosa, E. and Mueller, J. Nexus among intellectual capital, interorganizational learning, industrial Internet of things technology and innovation performance. Journal of Intellectual Capital, 2021. doi:10.1108/JIC-03-2021-0095

A-Rated ABDC · SNIP 2.85

Matteo Rossi, Giuseppe Festa, Alain Devalle, Jens Mueller. When Corporations Get Disruptive, the Disruptive Get Corporate. Journal of Business Research, Elsevier, Vol. 118, pp. 378–388, 2020. doi:10.1016/j.jbusres.2020.07.004

A-Rated

Vicentini, F., Peruffo, E., Meissner, D. and Mueller, J. Unpacking Entrepreneurial Intensity and Individual Ambidexterity in Small Project-Based Enterprises. IEEE Transactions on Engineering Management, 2019. doi:10.1109/TEM.2019.2914662

A-Rated

Francesco Caputo, Anna Claudia Pellicelli, Jens Mueller. Over the mask of innovation management in the world of Big Data. Journal of Business Research, Elsevier, 2019. doi:10.1016/j.jbusres.2019.03.040

A-Rated

João Ferreira, Jens Mueller, Armando Papa. Strategic knowledge management: theory, practice and future challenges. Journal of Knowledge Management, Emerald, 2018. doi:10.1108/JKM-07-2018-0461

A-Rated

Armando Papa, Luca Dezi, Gian Luca Gregori, Jens Mueller, Nicola Miglietta. Improving innovation performance through knowledge acquisition. Journal of Knowledge Management, 2018. doi:10.1108/JKM-09-2017-0391

A-Rated

Concetta Metallo, Rocco Agrifoglio, Francesco Schiavone, Jens Mueller. Understanding Business Model in Internet of Things Industry. Technological Forecasting & Social Change, Elsevier, 2018. doi:10.1016/j.techfore.2018.01.020

B*-Rated

Marialuisa Saviano, Francesco Caputo, Jens Mueller, Zhanna Belyaeva. Competing through consonance. Sinergie – Italian Journal of Management, Vol. 36, N. 105, 2018. doi:10.7433/s105.2018.04

B-Rated

Luana Serino, Armando Papa, Francesco Campanella, Jens Mueller. Credit Access and Performance of Italian Firms: How relevant is Gender? International Journal of Managerial and Financial Accounting, Inderscience, 2019. doi:10.1504/IJMFA.2019.104132

B-Rated

Alberto Ferraris, Filippo Monge, S. Cardinali, Jens Mueller. Ambidextrous IT capabilities and business process performance. Business Process Management Journal, Emerald, 2018. doi:10.1108/BPMJ-07-2017-0201

C-Rated

Chen Lu Xi, Dennis Poh Wah Lee, Jens Mueller. The influence of Multi-dimensional Compatibilities on customer attribution in Corporate Social Responsibility practice. Journal of Asia Entrepreneurship and Sustainability, Vol. XIV, Iss. 3, December 2018.

Refereed Journal Papers (prior to 2018)

Dennis Poh Wah Lee, Jens Mueller, Zhu Haixia. Entrepreneurial Intention and Motivating Factors for Entrepreneurship. Journal of Asia Entrepreneurship and Sustainability, Vol. XI, Iss. 2, July 2015, pp. 115–146.

Dan Trotter & Jens Mueller. The Emerging Nature of American-Style Eminent Domain Regulations in China. Journal of Global Good Governance, Ethics and Leadership, Vol. I, Iss. 1, Oct. 2015, pp. 86–121.

Andrew McGiven & Jens Mueller. The Governance Challenges for one of the largest Global Dairy Exporters. Journal of Global Good Governance, Ethics and Leadership, Vol. I, Iss. 1, Oct. 2015, pp. 33–58.

J. Mueller. Movements in the Long White Cloud of Governance. PhD Thesis, University of Canterbury, Christchurch, New Zealand, March 2014. hdl.handle.net/10092/8963

Mueller, J., Della Peruta, M.R. and Del Giudice, M. Social media platforms and technology education. Int. J. Technology Management, Vol. 66, No. 4, pp. 358–370, 2014.

Ingley, C.; Rennie, M.; Mueller, J.; Warrick, L. Reformed and Engaged Boards. World Review of Entrepreneurship, Management and Sustainable Development, Inderscience, June 2011.

Warrick, D.D.; Mueller, J. Reinventing Boards. OD Practitioner, Vol. 42, No. 1, pp. 15–20, Winter 2010.

Dana, L.-P.; Lasch, F.; Mueller, J. Diversity in Central Asia: Culture, Transition & Entrepreneurship. Journal of Asia Entrepreneurship and Sustainability, Vol. 5, Iss. 1, 2009.

Mueller, J., Cocks, G., Ingley, C. The Seesaw of Governance. International Journal of Business Strategy, Vol. 9, Iss. 1, June 2009.

Mueller, J., Warrick, D., Rennie, M., Dana, L-P. New Corporate Leaders for Better Corporate Boards. Journal of Academy of Business and Economics, Vol. 9, Iss. 1, June 2009.

Dana, L., Mueller, J., Pio, E. Contours of entrepreneurship: The impact of government policy in China and India. Journal of Asia Entrepreneurship and Sustainability, v4, no. 2, 2008, pp. 103–132.

Rigby, C., Mueller, J., Partridge, J., Kriel, D. Motivational & career drivers for entrepreneurs. Journal of Asia Entrepreneurship and Sustainability, v4, no. 3, 2008, pp. 63–76.

G. Cocks, M. Hadji, J. Mueller. Toolkit for Leaders. Journal of Asia Entrepreneurship and Sustainability, Vol. III, Iss. 3, December 2007.

J. Mueller, H. Klandt, N. Nuruddin, H. Koch. Follow PETE to Entrepreneurial Action Learning. NCGE Working Paper Series, Birmingham, UK, 2007.

J. Mueller, H. Klandt, G. McDonald, T. Finke-Schuermann. The Chihuahua Sustainability Practice. Corporate Governance: The International Journal of Business in Society, Vol. 7, Iss. 3, 2007.

J. Mueller, J. Thornborough, M. Hamilton, P. Kauwhata, D. Kriel. When Doing Good is just the Start to Being Good. Journal of Hospital Marketing and Public Relations, Vol. 17, No. 2, 2006.

J. Mueller, J. Rickman, N. Wichman-Tou. Not-for-profit management systems. University of Auckland Business Review, Vol. 8, No. 2, pp. 49–57, 2006.

J. Mueller, W.L. Tan, H. Hu, J. Thornton. Where should the action be. Action Learning – Research and Practice, Vol. 3, No. 2, pp. 161–173, 2006.

J. Mueller, D. Williams, A. Higgins and M. Tau. The measurement of responsible governance and management of NPOs in New Zealand. Corporate Governance: The International Journal of Business in Society, Vol. 5, No. 2, 2005.

J. Mueller, G. McDonald, H. Klandt, T. Finke-Schuermann. They Talk the Talk, But Do They Walk The Walk? Journal of Asia Entrepreneurship and Sustainability, Vol. I, Iss. 1, July 2005.

Refereed Conference Proceedings

Trotter, D., Mueller, J. American Eminent Domain Law: Meet your China Counterpart, the Dingzihu! 15th Annual Hawaii International Conference on Business, 2015.

McGiven, A., Mueller, J., Lim, S. The Future Opportunities and Challenges for Fonterra. 15th Annual Hawaii International Conference on Business, 2015.

Aveling, J., Mueller, J. A Comparison of Profitability and Environmental Impacts of Two Feeding Systems. 15th Annual Hawaii International Conference on Business, 2015.

Rigby, C., de Villiers, R., Mueller, J. The Psychological Capital of Reconciliation Leaders. 15th Annual Hawaii International Conference on Business, 2015.

Rigby, C., Donald, F., Mueller, J., Groves, J., Davy, L. A comparative study of Whistleblowing in South Africa and New Zealand. 15th Annual Hawaii International Conference on Business, 2015.

Donald, J., Groves, L., Davey, L., Rigby, C., Mueller, J. Propensity to blow the whistle in South Africa. 16th Annual SIOPSA Conference, Pretoria, South Africa, July 2014.

Ingley, C., Wells, P., Mueller, J. Corporate Sustainability/CSR and the Independent Director. ECLMG 2014, Zagreb, Croatia, November 2014.

Wells, P., Mueller, J. Progress to sustainability and CSR reporting in New Zealand. 14th Annual Hawaii Conference on Business, 2014.

Lee, D., Mueller, J. An Integrative Approach to Brand Building in China. 14th Annual Hawaii Conference on Business, 2014.

Wells, P., Ingley, C., Mueller, J. The walls between us: Exploring governance for sustainability. 9th European Conference on Management Leadership and Governance, 2013.

Wells, P., Mueller, J. We need to talk about Governance: small and medium businesses in New Zealand. 13th Annual Hawaii International Conference on Business, May 2013.

Hunt, P., Rigby, C., Mueller, J. The gold within innovative teamwork. 13th Annual Hawaii International Conference on Business, May 2013.

McDonald, M., Mueller, J. The Possible Application of Social Media in University Teaching. 12th Annual Hawaii International Conference on Business, May 2012.

Fortune, L., Rigby, C., Mueller, J. All Shook Up – How a non-profit mental health organization responded to the Christchurch earthquake. 12th Annual Hawaii International Conference on Business, May 2012.

Rennie, M., Ingley, C., Mueller, J. Balancing the Interests of Corporate Stakeholders. 8th Workshop on Corporate Governance, EIASM, Brussels, May 2011.

Wells, P., Mueller, J. Non-Profit Organizations and Governance. 11th Annual Hawaii International Conference on Business, May 2011.

Ingley, C., Mueller, J., Rennie, M. Relational Commitment and the Human Dimension of Directorships. 7th International Critical Management Studies Conference, Naples, Italy, July 2011.

Rigby, C., Mueller, J., Kawakami, S. Baby Boomer Blues and Business. 11th Annual Hawaii International Conference on Business, May 2011.

Mueller, J., Rennie, M., Ingley, C., Cocks, G. The Contingency and the Boards in SMEs. Global Conference on SME and Entrepreneurship, Kuala Lumpur, August 2010.

Lasch, F., Dana, L., Mueller, J. Types of Entrepreneurship in East Asia's Emerging Economies. Global Conference on SME and Entrepreneurship, Kuala Lumpur, August 2010.

Mueller, J., Dana, L., Rennie, M., Ingley, C. Global Governance in Flux. SASE 22nd Annual Meeting, Temple University, Philadelphia, June 2010.

Rigby, C., Mueller, J., Baker, A. Jetting into Indigenous Culture: Air New Zealand. 10th Annual Hawaii International Conference on Business, May 2010.

Ingley, C., Mueller, J., Cocks, G. Where Small Business Hits the Big Time. 22nd SEAANZ Conference, Massey University, Wellington, September 2009.

Mueller, J., Warwick, D. A Process for Developing High Performance Boards. 9th Annual Hawaii International Conference on Business, June 2009.

Mueller, J., Ingley, C., Cocks, G. The Blender Approach to Governance Leadership. 22nd Annual ANZAM Conference, Auckland, December 2008.

Ingley, C., Mueller, J., Cocks, G. The credit crunch, investor activists and corporate strategy. 5th EIASM Workshop on Corporate Governance, Brussels, November 2008.

Ingley, C., Mueller, J., Cocks, C. Highly Committed to doing an Average Job: The Skills Gap of Corporate Directors. 9th International Conference on Corporate Governance, London, September 2008.

Mueller, J., Dana, L.P., McDonald, G. Substance Counts: The Changing Board Rooms in New Zealand. Hawaii International Conference on Business, May 2008.

Mueller, J., Dana, L.P., McDonald, G. Earthquake or Tremor? The shift away from professions when selecting independent corporate directors. European Accounting Association Annual Congress, Rotterdam, April 2008.

Rigby, C., Mueller, J., Partridge, J., Kriel, D. Motivational and Career Drivers for Entrepreneurs. Hawaii International Conference on Business, May 2007.

Mueller, J., West, V., Nuruddin, N., Ren, M., Thornton, J. Entrepreneurship Teaching in Action. ASBE Conference, Corpus Christi, Texas, November 2006. (Runner-up Best Paper Award)

Mueller, J., Klandt, H., Tan, W.L., Koch, H. Creative Teaching — Effective Learning. 10th G-Forum 2006, Berlin, November 2006.

Mueller, J., Kuura, A., Klandt, H., McDonald, G. Sustainability — A Headline only or Practical Reality? Scientific International Conference, Vilnius, Lithuania, September 2006.

Mueller, J., Klandt, H., Koch, H., Lewe, P. Educating for Innovation in Entrepreneurship. ECEI, Paris, November 2006.

Mueller, J., Muzychenko, O., Tan, W.L., Hu, D. Creating Entrepreneurs through Action. 51st ICSB World Conference, Melbourne, June 2006.

Mueller, J., Tan, W.L., McDonald, G., Botherway, S. How High do Angels Fly? SMU EDGE 2006 Conference, Singapore, July 2006.

Mueller, J., Dewberry, J., Thornton, J., Tan, W.L. Action means more than words. 3rd AGSE International Research Exchange, Auckland, February 2006.

Mueller, J., Anderson, R., Thornton, J., Patkar, H. Do they learn by Doing it? 2005 ICSB Conference, Washington DC, June 2005.

Mueller, J., Higgins, A., Tou, M., Patkar, H. When Being Committed to the Cause is not Good Enough. 5th Annual International Hawaii Conference on Business, May 2005.

Mueller, J., Williams, D., Higgins, A., Tau, M. The Looking Glass Evaluation Tool. 7th International Conference on Corporate Governance, Henley Management College, UK, October 2004.

Non-Refereed Publications

J. Mueller. "Why you need a Board, Part II." EMA Business News, Auckland, March 2014, p. 9.

J. Mueller. "Never Bored with a Board." EMA Business News, Auckland, February 2014, pp. 8–9.

J. Mueller. How to Avoid the Director's "use by" Date. NZ Management Magazine / The Director, March 2012, p. 64.

J. Mueller. The Governance Myth; Size Matters. NZ Management Magazine / The Director, November 2011, p. 71.

J. Mueller. Off with Their Heads. NZ Management Magazine / The Director, September 2011, p. 63.

J. Mueller, R. Birchfield. A review of Health Care governance in NZ. NZ Management Magazine, March 2010.

J. Mueller, S. Maier. Filling the directors' chair. NZ Business, June 2006, pp. 40–41.

J. Mueller, S. Maier. Searching for Good Governance. The New Zealand Herald, 20 March 2006.

J. Mueller. Sustainability – An Endearing Term. Institute of Chartered Accountants of NZ, Vol. 85, No. 2, pp. 8–10, March 2005.

J. Mueller. "Sustainability is an eye-opener." New Zealand Herald, 5 April 2005.

J. Mueller, A. Dyer, K. Morrison, S. Britton, S. Matchitt. Have Farm Have Life. Lifestyle Farmer Magazine, October 2004.