We are proud to see 15 case studies written by 13 INSEAD professors in The Case Centre’s top 50 best-selling cases 2022.
Congratulations to our authors: Michaël Bikard, Pierre Chandon, Amitava Chattopadhyay, David Dubois, W Chan Kim, Renee Mauborgne, Felipe Monteiro, Joerg Niessing, Gianpiero Petriglieri, Ioana Popescu, SMITH Craig, Theo Vermaelen, Bala Vissa !
Marketing focused on the multisensory properties of food can encourage people to eat less and experience more pleasure.
Pierre Chandon , INSEAD
The way we view ourselves shapes the way we develop and connect with our own ideas.
Moran Lazar , Tel Aviv University; Ella Miron-Spektor , INSEAD; and Jennifer Mueller , University of San Diego
A new book written by Guoli Chen, Professor of Strategy at INSEAD, and his co-author Jianggan Li, founder and CEO of Momentum Works, deciphers the meteoric rise of Chinese tech companies across the world and offers lessons and understanding of global strategy and implementation.
We are delighted to announce that INSEAD Knowledge, the research and business insights portal of INSEAD, has launched its new and improved website. Featuring a contemporary new logo, impactful images and a streamlined design, the transformation will better spotlight the latest research and thought leadership from INSEAD’s award-winning faculty through a holistic blend of articles, videos and podcasts. Visit https://knowledge.insead.edu
In the workshop we look at Venture Capital, Business Angels and Startups. If you are (or want to be) an venture capitalist or a business angel, you learn how to identify high-performing start-ups and how to help them to become successful. If you work (or want to work) in a startup, you learn how to get offers from venture capitalists, how to choose among these, and how to ensure you get the most out of the relationship with your investor.
Professor Henrich Greve is described as “one of the most remarkable organisational theorists of his generation”. He discovered that firms do not change because of their performance alone, but because of aspirations as well. This upended prevailing thought in organisational change