Have you ever come across this familiar scenario in your organisation? Talented, sharp-minded employees gradually become difficult to manage. They question decisions, resist obedience, and challenge authority in meetings. Managers often privately complain that their star performers are capable, but too insubordinate.

On the morning of April 23, two announcements arrived from opposite ends of the technology industry's personality spectrum, and together they said something neither company intended to say alone.

For decades, annual performance reviews have been a defining feature of performance management in organisations. But as work becomes more dynamic and human-centred, are they still relevant?

From Silicon Valley to Europe and China, 2025 saw a wave of global layoffs at many high-profile companies, many of which were attributed to artificial intelligence. But is AI really the main culprit? And if so, what human skills are still needed in the rapidly developing AI era?

In the business world, an executive’s waistline can be an intangible asset. Entrepreneurs like Elon Musk and Xiaomi CEO Lei Jun serve as powerful extensions of their companies’ brand identity; shedding pounds and getting fitter can project a more professional and credible image.

Luckin Coffee’s recent expansion into the US marks the culmination of a remarkable comeback.

In recent years, the declining relevance of the liberal arts and social sciences has drawn increasing attention. As universities around the world have adjusted their academic offerings and even eliminated numerous liberal arts programmes, we could be forgiven for wondering: are the liberal arts dead? And is their decline inevitable?

“The CEO is often the most ‘in the dark’ person in the company.” While this statement may come across as ironic, it uncovers a harsh reality in organisational management. Why do CEOs consistently find themselves at the tail end of truth in the organisations they lead? CEIBS Associate Professor of Strategy and International Business Terence Tsai dissected the dilemma akin to “The Emperor’s New Clothes” from a management perspective and proposed a solution to break this cycle.

Contributing to a healthier, fairer and more sustainable society through Corporate Social Responsibility (CSR) is increasingly seen as a vital initiative for commercial organisations.

In the current economic landscape, a growing number of professionals find themselves stuck in a state of workplace anxiety, caused by factors ranging from midlife crises to layoff waves and a general “rat-race” culture.

Every company wants its employees to be creative, so that they may generate new and useful ideas that can propel the future success of the organisation.

Perceived overqualification – when an employee believes their qualifications (i.e.: education, work experience, and skills) exceed the requirements of their job – occurs in practically every organisation.

Innovation is crucial to organisations’ long-term success, but it’s also challenging, risky and exhausting to achieve it consistently.

In increasingly volatile, uncertain, complex and ambiguous (VUCA) business environments, paradoxes can be found everywhere in business.

CEIBS Professor of Management Zhao Hao examines the "U-shaped happinesses curve" and explains why people's happiest times may not be when they're young, but when they've gained a little experience.

The rise of the gig economy and flexible employment options have encouraged employees to pursue “slashes” and develop their hobbies or skills into side hustles for self-fulfillment.

Managers and leaders of all ranks across an organisation must to be mindful of the status of their employees as well as themselves

Whether its high turnover of staff, absenteeism, psychological withdrawal, or interpersonal conflict – any organisation may suffer from dysfunctionalities.