ASB Research Series
The ASB Research Seminar Series (RSS) is a monthly series hosted by ASB that invites academics and professors from various universities worldwide to give talks and share insights about their research and ongoing work. They engage in discussions on various research topics with ASB’s esteemed researchers and faculty members, receiving feedback and comments on their work.
ASB RSS are now in hybrid mode and are usually held at lunchtime.
If you would like to present at and/or attend the ASB RSS please contact the Research Office: research@asb.edu.my
Upcoming Talks
Date/Time
Speaker
Title & Abstract
Three Presidents. One conversation. At MIT Sloan School of Management.
What does it take for a business school to stay globally relevant — while remaining deeply rooted in its region — in an era shaped by AI and shifting geopolitical dynamics?
At a recent dialogue, graciously hosted by MIT Sloan in Cambridge, Massachusetts, the Asia School of Business (ASB) brought together three generations of the School’s leadership — current CEO, President and Dean, Professor Joseph Cherian; former President, Professor Sanjay Sarma; and Founding President, Professor Charles Fine — for a timely discussion on the future of education, leadership, and global competitiveness.
“We have a cross-disciplinary approach… a very engineering way of thinking about problems,” shared Professor Joseph, our current CEO, President and Dean, highlighting ASB’s evolving trajectory as a globally relevant institution anchored in Southeast Asia.
For Professor Sanjay, the shift is even more fundamental: “AI is no longer just another technology — it’s a way of thinking required to navigate a complex world.”
Reflecting on ASB’s founding philosophy, Professor Charles emphasized the importance of cultural and intellectual bridging: “We built a culture that could engage both the East and the West — and understand the challenges of both.”
Moderated by Andrew Foley (Assistant Professor of Management and Organizations, NYU Stern, and MBA 2018 — ASB’s inaugural cohort), the session explored how institutions can translate global trends into meaningful impact for Malaysia, the wider Asian region, and beyond.
As AI continues to reshape industries, the way we work and talent demands, the conversation reinforced a clear idea: The future of business education lies not just in global excellence — but in local relevance, contextual understanding, and the abilities to navigate and thrive across worlds.
“Global Excellence, Local Relevance: Academic Leadership at the Intersection of AI and Global Fragmentation” held at MIT Sloan’s Wong Auditorium
Global Excellence, Local Relevance: ASB Convenes Presidential Dialogue at MIT Sloan
Leaders’ handshake seals pathway from ASB to Cornell
Professor Joseph Cherian, CEO, President & Dean of the Asia School of Business (ASB), and Professor Andrew Karolyi, Charles Field Knight Dean of Cornell SC Johnson College of Business, together inked a new extended pathway for ASB’s graduates.
This collaboration enables eligible ASB MBA, Executive MBA and Master in Central Banking students, as well as alumni, to pursue the Master’s in Business Analytics (MSBA) in New York — deepening their analytical capabilities with global exposure.
From ASB to Cornell. From the heart of Southeast Asia to New York.
More pathways. More connections. More possibilities.
For info on the diverse post-MBA pathways offered by ASB, visit https://asb.edu.my/academic-program/mba-program/
A handshake between great leadership programs. A pathway for the future.
Signing ceremony at the sidelines of the AACSB International Conference and Annual Meeting 2026
#AsiaSchoolofBusiness #GlobalInquiryLocalHeart
ASB Expands Global Pathways with Cornell SC Johnson College of Business
On 14 April, our CEO, President and Dean, Dr. Joseph Cherian, spoke at the AACSB International Conference and Annual Meeting (ICAM), where he delivered his session, The Value of an MBA Viewed as a Portfolio of Options. In his presentation, he explored how the value of an MBA can be reframed in the context of uncertainty—highlighting the role of experiential learning, flexible credentials, and opportunity cost in shaping modern business education. His presentation slides are available for viewing below.
Remarks by Dean Joseph Cherian at AACSB ICAM 2026 in Seattle
Daphne Chan and Iven Lai won’t tell you an Executive MBA is easy. Instead, they’ll tell you what it actually requires: trade-offs, support, and a good heaping of ruthless prioritization. Daphne is an Asia School of Business (ASB) EMBA Class of 2024 alumna, while Iven is a current EMBA student in the Class of 2026. As parents to a young daughter, Anya, they juggle demanding careers in banking, family life, and their EMBA journey. In this interview, they tackle the question many working parents ask before they ever apply: Is an EMBA too much when you already have a career—and a family?
They had a plan. But overnight, everything changed.
Daphne says it with a laugh, looking at Anya: “We actually planned to have you after I completed my EMBA.” But Anya had other plans. “When I first found out I was pregnant… I was like, ‘oops, you came early.’” It was, as she puts it, “pure shock”—followed quickly by excitement.
Anya’s arrival posed a new kind of question: not Should we do this? But How do we do this now?
For Daphne, it came down to one thing: “It’s really prioritizing. I knew my priorities at that time, and I knew I needed to stay flexible.”
Iven reached the same conclusion through an analytical lens. “I view life like a portfolio,” he says, “and time is my finite resource.” When time is finite, squeezing everything in stops being the goal. Allocating it does. “I had to allocate my time… for her, family, hobbies or studies,” he explains. His decision was clear: “More time spent on the baby and studies, and the rest… like hobbies take kind of a backseat for now.”
Prioritizing and allocating time helped them make the week workable. But even the best system gets tested.
The hardest stretch
“There was a time,” Daphne says, when Anya would wake “four times… in seven hours.” In the middle of that blur, she remembers thinking: “Whoa, I really need a break. Why did I do this to myself?”
And even in that fog of parenthood, nothing else pauses. Work still expects them sharp, and assignments still come due. What kept them going then wasn’t pushing harder. It was speaking up before they burnt out.
“Definitely there’s a time when we are both exhausted,” Daphne says. “For me personally, I will definitely communicate it… ‘I think I need a break… just give me one or two hours, then I’ll recharge and come back.’” Open communication, she adds, “is key.”
Iven describes what that looked like at home: switching off without keeping score. “Whenever she feels tired, then I will step up,” he says. “Whenever I feel tired… she will step up and take a more leading role.”
They couldn’t create more time. So they built around the time they had.
What made it possible
For Iven, that meant using whatever pockets already existed. “Sometimes during commutes, I would… watch videos or listen to articles,” he says. At home, the window was simple: “study after she sleeps.”
It also meant being upfront with the people he was accountable to. “Most of my EMBA group discussions, I will tell them that, ‘hey, I know we need to have a discussion… but can we do it after Anya sleeps?’” Once that constraint was on the table, the group could plan around it. “Most of the discussions are done around 9 to 10 pm when Anya’s asleep.”
And the reality was none of this works without support. Iven doesn’t pretend otherwise. “Fortunately, I have quite a good support system,” he says. At home: “My mother helps to take care of the household.” At work: “I have a good team that I can depend on.” And at school: “I have a great cohort, teammates that understand my situation.”
The outcome wasn’t a perfectly balanced life. But it was a workable one.
So—is it too much?
Some days can be a stretch. Daphne and Iven don’t dress it up. But even now, they would still do it all over again.
Daphne calls the experience “transformational”—a change in how she sees herself and the roles she carries. For Iven, it shows up as “laser focus”: “I know that I have no time to waste anymore,” he says. “My time is so limited.”
And if there’s one thing they want other working parents to hear, it’s this: don’t wait for perfect timing. “You will never find a perfect time. There’s no perfect time,” Daphne says. Still, she adds, “if you’re determined enough, it will work out… so just do it.”
Iven echoes the same belief: “Just take the plunge into the EMBA, and everything will work out eventually.” Daphne agrees: “Both journeys are equally rewarding—having your own child and the pursuit of knowledge!”
Work. Family. EMBA. Can it Work?
Asia School of Business Engages in Global Dialog on the Value Propositions of Degrees at the AACSB ICAM 2026 in Seattle.
On 14 April 2026, the Asia School of Business (ASB) will participate in the AACSB International Conference and Annual Meeting (ICAM) 2026 in Seattle, one of the premier global gatherings for leaders from business schools and education institutions.
Organized by AACSB International, the world’s largest business education network, the conference reflects AACSB’s role in shaping business education through accreditation, thought leadership, and a network of leading institutions. Its International Conference and Annual Meeting (ICAM) brings together institutions, educators, and industry partners from more than 60 countries, serving as a platform for leaders to exchange perspectives on the evolving role of business schools, leadership, and management education. ICAM 2026 will focus on how business schools can remain relevant amid rapid economic, technological, and societal changes, while strengthening the collective impact of the AACSB community.
ASB’s participation in ICAM 2026 reflects the School’s ongoing engagement in these conversations. Representing ASB, its CEO, President, and Dean, Professor Joseph Cherian, will speak alongside fellow deans from the United States and Sweden, offering perspectives shaped by ASB’s engagement with global business education and its experience operating in a dynamic Asian context.
This engagement builds on ASB’s continued participation in AACSB’s platform. In October 2025, Professor Cherian contributed to discussions at AACSB Elevate Asia Pacific in Hong Kong, where he spoke on the role of business schools in building entrepreneurial and innovation ecosystems.
Against this backdrop, Professor Cherian notes, “The greatest challenge facing business schools today is remaining relevant to their mission. While each school must ultimately find its own distinctive niche, every institution shares the responsibility of developing well-trained, transformative, principled, business-ready, and results-oriented leaders.”
A full version of Professor Cherian’s remarks at AACSB Elevate Asia Pacific in Hong Kong in 2025 is available here.
Further details on the upcoming ICAM 2026 program, including sessions and speakers, click here.
Asia School of Business Engages in Global Dialog on the Value Propositions of Degrees at the AACSB ICAM 2026 in Seattle
An MBA can drive your career in a new direction—allowing you to change industry, function, location, or all three. As many as 35% of global MBA applicants list achieving such career changes as their reason for going to business school.
But for others, the benefits of studying an MBA go beyond career impact. When Thomas Maddison enrolled in an MBA at Asia School of Business (ASB) after a period working in Australia’s mining sector, his aims included expanding his network and experiencing a new culture, alongside gaining opportunities outside his industry.
Since graduating in 2025, Thomas has embarked on an entrepreneurial journey. He is currently in the early stages of developing a solution to help MBA graduates work on their leadership capabilities and be better prepared to secure jobs.
We spoke to Thomas about how the MBA has helped kickstart his journey to becoming an entrepreneur.
What is the entrepreneurial toolkit?
From building a network of likeminded professionals to strengthening your problem-solving and strategic thinking skills, an MBA can help build various tools necessary when launching your own startup. More than a quarter (29%) of learners pursue business education to become entrepreneurs, according to our 2025 Prospective Students Survey.
“The MBA has definitely helped me in my entrepreneurship journey,” says Thomas. “One of the main ways being that my customers are MBA students, so it’s massively helpful to have just come out of a cohort.”
Thomas cites key advantages that have come from his MBA network. For example, through getting to know potential buyers and CEOs throughout the program, he has learned how they think and work—which he feels is an advantage when developing ideas.
As his entrepreneurial journey develops, Thomas feels the skills he built during his MBA have prepared him for the various challenges this will bring.
“Some things really stuck out to me, which have helped me come to some big realizations,” says Thomas. “Once I get to the more advanced stages—we did things like financial modeling during the MBA, so I already have the experience.”
How can career development resources benefit entrepreneurs?
An MBA helps build a range of hard skills, such as technical literacy and data analysis, though soft skills are increasingly important in business—helping professionals manage teams and navigate challenges.
Research suggests that skills such as problem-solving and strategic thinking, as well as interpersonal skills such as communication, emotional intelligence, and adaptability, will increase in importance in the coming years.
For Thomas, the ASB Career Development Office (CDO) has been invaluable in helping him work in these areas. While the CDO provides students with a range of resources such as interview preparation, and access to employers, it also offers career coaching, individual mentoring, and workshops.
“There are some hard skills the CDO helps teach, like how to create a strong resume, but the soft skills are really important—how to prove it, how to show it, how to story tell,” explains Thomas.
“I can’t thank the CDO enough for the energy they put into the students, introducing us to their networks, and just being willing to take a bet on us,” he adds.
How can you make the most of MBA career support?
With a range of career development resources available, it’s important to be able to prioritize and determine which elements will be most helpful to you and your career progression.
For Thomas, the focus has been on progressing in his entrepreneurial journey, however he feels his approach can be applied across other career paths. He advises to seriously consider how career resources can provide the greatest benefit for achieving your goals.
“I did one or two steps, then I would come back and reevaluate. It wasn’t always linear, but that’s how I managed all the resources that were available to me,” he explains.
Having a clear idea of his goals when entering the program helped Thomas develop a targeted approach. He suggests evaluating your strengths and weaknesses before the program begins to understand where you need the most support.
“I knew what I wanted to do quite early on, which helped me use the resources to get to the next step,” he continues.
Although programs like the ASB MBA typically offer various forms of career support, having career goals in mind and being proactive upon entering the program will enable you to make the most of these resources.
“Be prepared to actually get tested in the first few months,” says Thomas. “Ask for feedback, ask your classmates, ask faculty, ask CEOs who have observed you, so you know what you really need to work on.”
This article was originally published on BusinessBecause, a network helping MBA students make connections before, during and after their MBA.
How MBA Career Support Helped Kickstart My Entrepreneurship Journey
KUALA LUMPUR: Malaysia perlu mengekalkan kestabilan, ketangkasan dan keyakinan bagi terus menarik pelaburan berkualiti, kata Penasihat Kanan Politik kepada Perdana Menteri, Tengku Datuk Seri Zafrul Abdul Aziz.
Beliau berkata demikian ketika berkongsi pandangan di ‘Asia School of Business sempena CKGSB ASEAN–RCEP Leadership Program’ , mengenai strategi menarik pelaburan dan meningkatkan keupayaan industri negara.
“Dalam dunia yang semakin tidak menentu, pelabur mencari satu perkara: kepastian. Malaysia perlu kekal stabil, tangkas dan diyakini,” katanya dalam hantaran di Facebook pada Jumaat.
Tengku Zafrul menegaskan bahawa pelaburan bukan sekadar angka dalam laporan, tetapi lebih penting apabila ia diterjemahkan kepada pekerjaan berkualiti, pembangunan bakat tempatan, rantaian bekalan yang lebih kukuh dan peluang ekonomi yang benar-benar dirasai rakyat.
“Dengan dasar yang jelas, pelaksanaan yang konsisten dan fokus kepada nilai tambah.
“Insya-Allah Malaysia mampu terus menarik pelaburan berkualiti yang memperkukuh ekonomi negara untuk jangka panjang,” tambahnya.
Beliau juga merakamkan penghargaan kepada pihak penganjur dan peserta atas perbincangan yang dianggapnya sangat bermakna.
Malaysia perlu kekal stabil tarik pelaburan berkualiti – Tengku Zafrul
KUALA LUMPUR: LBS Bina Group Bhd group executive chairman Tan Sri Dr Lim Hock San recently shared insights on the company’s evolution from humble beginnings to becoming a respected leader in Malaysia’s property development sector.
Lim delivered a talk titled “The Journey of Entrepreneurship and Family Legacy of LBS Bina Group” at the Asia School of Business in Kuala Lumpur. The session was hosted by the Institute of Management and Leadership Development of Universiti Tunku Abdul Rahman (UTAR) in collaboration with the Cheung Kong Graduate School of Business (CKGSB).
This year marks 65 years of LBS building homes and communities, guided by its ethos of “Believe, Become and Behold”.
Under Lim’s leadership, the company has achieved numerous milestones, including being awarded Gold Status for four consecutive years in Deloitte Private’s Malaysia’s Best Managed Companies Awards, highlighting its strong governance, strategic vision, and operational excellence.
During his talk, Lim emphasised the values that have guided LBS’s growth: perseverance, integrity, and long-term vision, while underscoring the importance of creating sustainable communities for future generations.
Beyond corporate achievements, Lim also highlighted his commitment to community service through leadership roles in The Federation of Malaysia Lim Associations and The Federation of Hokkien Associations of Malaysia.
He encouraged the preservation of cultural heritage, fostering stronger community bonds, and inspiring younger generations to make meaningful contributions to society.
LBS’ Lim Hock San Reflects on Entrepreneurial Journey and Family Legacy
PETALING JAYA: Ketabahan, integriti, dan visi jangka panjang adalah antara rahsia utama yang memacu kelangsungan LBS Bina Group Bhd (LBS) dalam mengharungi cabaran industri pembangunan hartanah di Malaysia.
Perkara ini dikongsikan oleh Pengerusi Eksekutif Kumpulan, Tan Sri Dr Lim Hock San yang menelusuri perjalanan evolusi syarikat daripada permulaan yang sangat sederhana sehinggalah ia diiktiraf sebagai antara nama yang paling dihormati hari ini.
Beliau mendedahkan perkara berkenaan ketika dijemput sebagai tokoh terkemuka industri hartanah untuk menyampaikan syarahan kepimpinan bertajuk ‘The Journey of Entrepreneurship and Family Legacy of LBS’ di Asia School of Business, Kuala Lumpur baru-baru ini.
Menurut LBS, sesi perkongsian ilmu yang bernilai itu dianjurkan oleh Institute of Management and Leadership Development Universiti Tunku Abdul Rahman (UTAR) dengan kerjasama institusi antarabangsa, Cheung Kong Graduate School of Business (CKGSB).
Sambutan ulang tahun LBS yang ke-65 pada tahun ini menjadi bukti ketahanan perniagaan mereka dalam usaha berterusan membina kediaman dan komuniti untuk rakyat Malaysia.
Pertumbuhan mampan ini dipacu oleh pegangan kukuh syarikat terhadap etosnya yang berpaksikan prinsip ‘Believe, Become and Behold’.
Menyentuh mengenai nilai-nilai teras yang membimbing pertumbuhan kumpulan, Hock San dipetik sebagai berkata: “Ketabahan, integriti dan visi jangka panjang adalah kunci utama, di samping penekanan terhadap kepentingan membangunkan komuniti yang mampan.”
Bukti akauntabiliti dan kecemerlangan operasi syarikat di bawah kepimpinan beliau dapat dilihat melalui pencapaian luar biasa kumpulan yang merangkul pelbagai anugerah peringkat tinggi.
Paling membanggakan, LBS berjaya meraih pengiktirafan Status Emas selama empat tahun berturut-turut dalam ‘Malaysia’s Best Managed Companies Awards’ oleh firma audit antarabangsa, Deloitte.
Pengesahan pihak ketiga ini dengan jelas menonjolkan kekuatan struktur tadbir urus, ketepatan visi strategik, serta tahap kecemerlangan operasi yang diamalkan oleh kumpulan.
Selain memfokuskan kepada pencapaian korporat, pengerusi eksekutif itu turut menyentuh komitmen peribadinya terhadap masyarakat yang melangkaui dunia perniagaan.
Melalui peranan kepemimpinannya dalam Persekutuan Persatuan-Persatuan Keturunan Lim Malaysia dan Persekutuan Persatuan-Persatuan Hokkien Malaysia, beliau komited dalam menggalakkan pemeliharaan warisan budaya, memperkukuh ikatan komuniti serta memberi inspirasi kepada generasi muda untuk terus menyumbang kepada masyarakat.
Originally published by Berita Harian.
Also published in Berita Harian (Print), Lumi News Malaysia and Harian Metro.
Ketabahan, Integriti, Visi Jangka Panjang Rahsia LBS Bertahan 65 Tahun
KUALA LUMPUR: An economist has questioned the legal basis of U.S. President Donald Trump’s new tariffs, saying Washington may be relying on a law never intended for modern trade disputes.
Asia School of Business CEO Joseph Cherian said the Section 122 of the Trade Act of 1974 was introduced in the 1970s to deal with balance of payments problems faced by the U.S..
“We don’t have that problem anymore.
“So, you have to realise that many of these laws were created for the context or circumstances that existed at the time,” he told AWANI International.
A balance of payments problem occurs when a country imports more goods and services than it exports.
Section 122 of the Trade Act of 1974 emerged from the economic turmoil of the early 1970s, when the U.S. faced serious balance of payments deficits.
At the time, the global monetary system was shifting away from fixed exchange rates, where currencies were pegged to the U.S. dollar and backed by gold.
The U.S. later introduced the provision to temporarily raise tariffs or restrict imports to reduce the amount of money flowing out of the country.
Although the U.S. still imports far more goods than it exports today, with its goods trade deficit exceeding USD1 trillion in recent years, the dollar now floats freely and is no longer tied to gold as it was during the balance of payments crisis of the 1970s.
Cherian also said the provision was designed as a temporary measure, adding that the law only allows tariffs to be imposed for up to 150 days.
He added that previous tariffs imposed by the U.S. had also failed to achieve their intended goals.
Countries such as China found alternative ways to work around the measures, including redirecting trade flows and reducing exports to the U.S., he said.
“Instead of asking whether tariffs will change things, we should recognise that tariffs are not good,” Cherian said.
The debate over Section 122 of the Trade Act of 1974 followed a major legal setback for Trump’s tariff policy after the U.S. Supreme Court ruled that many of his tariffs unlawfully relied on emergency powers.
He then introduced new global tariffs under the provision, starting at 10% and potentially rising to the 15% legal limit, which can only remain in place for 150 days without congressional approval.
Originally published by Astro AWANI.
Astro AWANI: The Legal Basis of Trade Wars