Danni Wang

The Added Value of Neuroscience Methods in Organizational Research

Historically, the lack of availability and prohibitive expense of brain imaging technology have limited the application of neuroscience research in organizational settings. However, recent advances in technology have made it possible to use brain imaging in organizational settings at relatively little expense and in a practical manner to further research efforts. In this article, we weigh the advantages and disadvantages of neuroscience applications to organizational research. Further, we present three key methodological issues that need to be considered with regard to such applications: (a) level of assessment, (b) intrinsic versus reflexive brain activity, and (c) the targeting of brain region(s) or networks. We also pose specific examples of how neuroscience may be applied to various topical areas in organizational behavior research at both individual and team levels.

Neuroscience and team processes

Abstract In this chapter, we consider how neuroscience methods can enhance the study of team processes, as well as facilitate the development of teams. We overview exciting new neuroscience technology that can be applied to the assessment of teams in real time. While research that has already used this technology to study team engagement and workload is summarized, we also consider other team-based concepts to which it might be applied, such as groupthink and shared mental models. We further suggest that emotional contagion and neurological mirroring concepts can come together to help us form a better understanding of emotions and their effects in teams. We conclude the chapter with a consideration of how neurological methods can potentially help develop team processes and provide insights for both members and team leaders.