通过对2005～2025年近20年间有关明星员工“阴暗面”的文献进行述评，揭示了明星员工多层次的消极影响效应，并呼吁研究者探究更多元的干预策略。具体而言：首先，厘清了明星员工的概念及发展历程。随后，归纳总结了明星员工消极效应的不同作用范式，包括兼具“积极效应”和“消极效应”的范式以及单一路径的“消极效应”范式，前者可以进一步细分为双刃剑范式和两类非线性范式（“过犹不及”效应和“居中不良”效应）。在此基础上，进一步根据不同作用对象（自身、他人、团队和组织），梳理了明星员工消极效应所涉及的理论视角、作用机制及边界条件。最后，从人才维护、人才治理与人才成长的多元视角提出未来研究展望，旨在为后续理论探索与组织管理实践提供启示，推动人才管理体系优化与人才可持续发展。

By reviewing the literature on the “dark side” of star employees published over the past two decades (2005~2025), this paper reveals the multi-level mechanisms of their negative effects and calls for researchers to explore more diverse intervention strategies. Specifically, this paper first clarifies the concept and evolution of star employees. It then summarizes the different paradigms of their negative effects of star employees, including the paradigms that integrate both “positive effects” and “negative effects” and the single-path “negative effect” paradigm. The former can be further divided into the double-edged sword paradigm and two types of non-linear paradigms (the “too-much-of-a-good-thing” effect and the “too-confusing-to-be-a-good-thing” effect). Building on this, the paper further categorizes the theoretical perspectives, mechanisms, and boundary conditions of these negative effects of star employees according to different impact targets (self, others, teams, and organizations). Finally, the paper proposes future research prospects from the multi-dimensional perspectives of talent maintenance, talent governance, and talent development, aiming to provide insights for subsequent theoretical exploration and organizational management practices, promoting the optimization of talent management systems and sustainable talent development.