In this introductory chapter, we make the case for the need for a book that explores this nascent field that we label as organizational neuroscience. In so doing, we put the field in an historical context and overview some recent reviews and thought pieces that have touched upon various topics in this emerging discipline. Key arguments for our case include the fact that research methods and paradigms in the organizational sciences could benefit from a consideration of neuroscience issues, and technology has advanced to the point where an infusion of neuroscience methods into organizational research is now highly feasible. In addition, practitioners and practice-oriented media are ready for new approaches and techniques that could utilize neuroscience-based knowledge. Indeed, “C-suite” executives have been willing subjects in many of the studies described in this book and have shown a genuine interest in applying brain-based theories to their own success and to the success of the organizations that they lead. As such, a goal of this book is to begin to connect such emerging knowledge with practice in areas like organizational, employee, and leader development. At the same time, all of the chapters go to great lengths to not get ahead of ourselves in terms of ideas for practice that are not firmly grounded in research. We further place the area of organizational neuroscience in the greater context of related fields, including neuroeconomics and neuromarketing, and we stress the interdisciplinary nature of all of these emerging disciplines. Finally, we overview the remaining chapters and describe how we delineate two parts of the book based on general issues and topical applications, respectively.
ASJC Scopus subject areas
- Strategy and Management